PART A- QUESTION 1

The first step of planning process is developing an awareness. It is at this step that managers
build the foundation on which they will develop their plans. This foundation specifies an
organization’s current status, pinpoints its commitments, recognizes its strengths and
weaknesses, and sets forth a vision of the future. Because the past is instrumental in
determining where an organization expects to go in the future, managers at this point must
understand their organization and its history.

Next, establishing outcome statements. The second step in the planning process consists of
deciding “where the organization is headed, or is going to end up.” Ideally, this involves
establishing goals. Just as your goal in this course might be to get a certain grade, managers
at various levels in an organization’s hierarchy set goals. For example, plans established by a
university’s marketing department curriculum committee must fit with and support the plans
of the department, which contribute to the goals of the business school, whose plans must, in
turn, support the goals of the university. Managers therefore develop an elaborate network of
organizational plans, to achieve the goals.

Moreover, premising is another step of planning process. In this step of the planning process,
managers establish the premises, or assumptions, on which they will build their action
statements. The quality and success of any plan depends on the quality of its underlying
assumptions. Throughout the planning process, assumptions about future events must be
brought to the surface, monitored, and updated.

Other than this, determining a course of action. In this stage of the planning process,
managers decide how to move from their current position toward their goal (or toward their
domain). They develop an action statement that details what needs to be done, when, how,
and by whom. The course of action determines how an organization will get from its current
position to its desired future position. Choosing a course of action involves determining
alternatives by drawing on research, experimentation, and experience; evaluating alternatives
in light of how well each would help the organization reach its goals or approach its desired
domain; and selecting a course of action after identifying and carefully considering the merits
of each alternative.

Lastly, formulating supportive plans. The planning process seldom stops with the adoption of
a general plan. Managers often need to develop one or more supportive or derivative plans to
bolster and explain their basic plan. This major plan requires the creation of a number of
supportive plans. Managers might need to develop personnel policies dealing with payment
of daily overtime. New administrative plans will be needed for scheduling meetings, handling
phone calls, and dealing with customers and suppliers.
PART B – QUESTION 1

The first approach is interpersonal behavior approach. This approach focus on interpersonal
behaviour, human relations, leadership, and motivation. Based on individual psychology. It
limitation is ignores planning, organizing, and controlling. Psychological training is not
enough to become an effective manager.

Secondly, group behavior approach. It emphasis on behaviour of people in groups based on

sociology and social psychology and primarily study of group behaviour patterns. The study
of large groups is often called “Organization behaviour”. It limitations are often not
integrated with management concepts, principles, theory and techniques. Need for closer
integration with organization structure design, staffing, planning and controlling.

Besides that, decision theory approach. This approach focus on the making of decisions,
persons or groups making decisions, and the decision-making program. Some theorists use
decision-making as a springboard to study all enterprise activities. The boundaries of study
are no longer clearly defined.

Additionally, Systems Approach have broad applicability. Systems have boundaries, but they
also interact with the external environment i.e. organizations are open systems. Recognizes
importance of studying interrelatedness of planning, organizing and controlling in an
organization as well as the many sub-systems. The limitation is it analysis of interrelatedness
of systems and subsystems as well as the interactions of organizations with their external
environment. Can hardly be considered as a new approach to management.
RANJEETHARAMALINGAM

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PART B – QUESTION 4

The role of a manager is plan business development. Business development is an essential

responsibility in every organization. In most situations, higher level managers including
executives, CEOs and CFOs are responsible for mapping out the strategies activities of the
business. These managers might determine the product lines the company will offer, plan for
differentiation from competitors and set the overall vision of the company. Managers of all
levels are responsible for enforcing those decisions and paths that have been established.

Next, recruit and manage staff. Recruiting and managing staff are another one of the key
roles of a manager. Using hands on knowledge of the skills and experience that is required to
fill their positions, the manager screens and staffs his team for excellence. Effective managers
will recruit individuals who share the company's vision and have the determination to lead it
in the right direction.

Moreover, train and develop staff. In addition to the hiring responsibilities, managers often
train their staff to ensure that the required skills are developed in the intended manner.
Knowledgeable managers are, often, more capable of addressing training questions and
material and can provide hands on answers and examples for clarification. This development
not only occurs when employees first join the company, and effective managers will offer on-
going training that help employees do their jobs more effectively and efficiently.

Besides that, act as a disturbance handler. Many times, managers must become counselors or
disturbance handlers. Managers are the ones that staff members seek out when difficulties
arise and need resolution. Whether business or personal, managers must know how to
empathize, resolve and direct their staff to keep them focused on meeting company goals.

Lastly, evaluate the organization. Leaders must be able to analyze situations, criteria and
work habits to ensure the organization’s quality standards are being met. In this, the manager
must evaluate the information before them and make a strong determination if the
information meets company standards.
PART B –QUESTION 5

1.The contribution of Fayol toward management is Fayol identifies the six major activities of
any industrial or business organization are Technical (production and manufacturing),
Commercial (buying, selling and exchanging), Financial (search for optimum use of capital),
Security (safeguarding property and people), Accounting (including statistics); and
Managerial.

2. Specifying the functions or elements of the management process. He specified 5

managerial functions Planning, Organizing, Commanding, Coordinating and Controlling.

3. In addition Henry identified 14 universally accepted guidelines for managers to do their

job according to their responsibility. Those are division of work, balancing authority and
responsibility, discipline, unity of command, unity of direction, subordination of individual
interests to the general interest, remuneration, centralization, scalar chain, order, equity and
stability of tenure of personnel.