PRINCIPLES AND PRACTICES OF MANAGEMENT

UNIT 2 MANAGING ORGANIZATION

Objectives
After going through this unit, you will be able to:

• Describe different activities that are processed with control mechanism.

• Enumerate different managerial skills and roles that require managing the organization.
• Elaborate how it is necessary to manage business in changing environment.
• Explain responses to social gratitude.

Structure

2.1 Introduction

2.2 Management as a process

2.3 Management as an activity

2.4 Management as a discipline

2.5 Managerial skills

2.6 Managerial roles

2.7 Categories of Managerial roles

2.8 Social Responsibility

2.9 Managing Change

2.10 Factors affecting Change

2.11 Process to overcome the loopholes for change

2.12 Tools used to cope up with change process

2.13 Keywords

2.14 Summary

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2.1 INTRODUCTION

T. N. Suening and John M. Ivancevich described productivity as “The relationship between real
inputs and real outputs, a measure of how well resources are combined and utilized to produce
a result desired by management”. An organization is a formal system. According to them
productivity and efficiency works in inverse proportion. Improvement in efficiency does not
necessarily mean greater productivity. Organization of all activities must be concerned about
the productivity. In these circumstances, manager needs to perform, manage, and coordinate
all management functions at his best.

To manage any organization, proper division and decentralization of activities helps for smooth
coordination and control. To adopt a particular system is depend on size and complexity of an
organization. Increase in size leads to specialization of the management process. For this
specialized process and activities are categorized among different managers. For this, different
management levels are created like top level, middle level and front line managers. Top level
managers will built up team for overall set up of an organization and formulate organizational
mission statements. First line or an operational level manager, who actually operates the
execution of plans, will direct and get guidance from middle level managers. Middle level
manager controls and coordinates his subordinates for execution of plans. The amount of time
and effort given for planning and organizing the activities are usually equal at all levels of
management.

This horizontal specialization makes management process specialized. A functional manager,

who is responsible for short term planning, works under horizontal specialized organization
system. Managers are organizational members who are responsible for the work performance
of other organizational members. Managers have formal authority to use organizational
resources and to make decisions.

2.2 MANAGEMENT AS A PROCESS

Managing the process involves determining what work is needed to accomplish the goal,
assigning the tasks to individuals, and placing individuals in a decision-making framework. The
end result of the managing process is an organization. As George R. Terry said “Management is

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a distinct process consisting of planning, organizing, actuating and controlling, performed to

determine and accomplish stated objective by the use of human beings and other resources”.

Management is an integrating process. It is an activity to bring together human physical and

financial resources to achieve organizational goals. It helps to bring harmony between various
functions for smooth working. Management is a continuous process. It is concerned with
constantly identifying a problem and solving them by undertaking suitable plans and
alternatives. As Theo Haimann said “Management is the sum total of all processes including
planning, direction, control and organization”. It is the process of decision-making and control
over the actions of human beings for the express purpose. It is a process of directing men to
perform better. Process management is the application of knowledge, skills, tools, techniques
and systems to define, visualize, measure, control, report and improve processes with the goal
to meet customer requirements profitably. Management is treated as social activity also it is
completely depends upon the human factor. Management is concerned with developing human
relations with certain goals and objectives. It is a process of human interaction, make them
productive and useful.

2.3 MANAGEMENT AS AN ACTIVITY

Management is a process of organized activity. As Joseph Massie said, Management is the

process by which actions are directed by a cooperative group for achieving common goals. It is a
process of coordinating its resources like finance, people and raw material effectively for
production. Managing people, money, material and machinery is the base of organizing any
industry. It consists of achieving the business objective, putting the resources into operation and
periodical checking of their performance to ensure productivity.

Management is a purposeful activity. It is mainly concerned with setting up of objectives and

achieving those through its functions like planning, organizing, staffing, directing, controlling.
Management is a team activity. It is concerned with the efforts of a group. Lawrence Apply, a
management expert, said that management is concerned management of people and not the
things. It is a process of motivating people to work hard. Directing men to perform work,
authority to extract work from others is implied in the process of management. Any enterprise
can progress when management accepts social change and introduces innovative methodology.

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Management is a abstract concept. The quality of the organization and management could be
seen with increased productivity and knowledge and skills of the subordinates. A management

guru Peter Drucker defines management as “an economic organ of industrial society, this is an
activity to make the desired result”.

2.4 MANAGEMENT AS A DISCIPLINE

Managers organize the enterprise and they are responsible for success or failure. They need to
control, direct and coordinate the activities. Management is now recognized and universally
accepted as a discipline, a branch of knowledge. It has code of conduct, methods and techniques
to solve the problems. A person appointed as a manager completes his education by obtaining
degree in the subject management. Various management thinkers or gurus evaluated theories
and principles, their contributions are universally accepted. An innovation took place with new
concepts and methods specifically after World War II. Japan’s progress after world war has set
an example with new concepts like Kaizen, Six Sigma etc.

Activity 1–

Find out how textile organization is being managed. What are its activities, how does it
process, what are its inputs and outputs.

2.5 MANAGERIAL SKILLS

Skill is an inborn or developed ability by learning or practicing. According to Oxford Dictionary

the definition is “Skill is expertness, practiced ability, facility in an action”. Skill is an ability or
proficiency that a person possesses that permits him or her to perform a particular task. Basic
skills like reading, writing, logical and critical thinking are used for efficient learning strategies.
Skill helps to distinguish between essential and non-essential information and improves the
decision making skill to take necessary actions. Listening and communication skill removes the
misconduct and error in process. Managers of any level must possess and develops many critical
skills. Different skills have been suggested in performing managerial roles.

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Table 2.1

Type of skill Ability

Technical Skill Acquires subject related knowledge and information

Digital Skill
Analytical skill
Conceptual skill
Decisional Skill
Interpersonal Skill
Communication skill
Political skill
Can operate digital know-how, communication systems etc.
Able to handle problems with technical and scientific methods
Understanding organization as a whole
Ability to take quick and effective decisions
Treat organization as a family and try to keep everyone together
Precise speaking, good listening, proper understanding
Negotiate for betterment of an organization

1. Technical skill –
When a person possesses / acquired information and knowledge that will would be
considered proficiency at workplace. Technical skill required at each level would be
different. First-level managers may engage in the actual operations of the organization; they
need to have an understanding of how production and service occur in the organization in
order to direct and evaluate line employees. Additionally, first-line managers need skill in
scheduling workers and preparing budgets. Middle managers use more technical skills
related to planning and organizing, and top managers need to have skill to understand the
complex financial workings of the organization.
2. Digital Skills –
At least conceptual understanding of computers, telecommunication systems, and technical
know-how has to be there. Now a day to use digital technology is the basic aspect of any
job. Digital technology helps to collect relevant information, prepare plans, financial
analysis, analyses resource requirements, analysis of data collected through research, for
production control, etc. Computer is especially helpful tool for decision making. Various
communication technologies, computer applications and software packages help to carry
out day to day transactions. Software enables managers to manipulate data and perform as
per the individual requirement. Some managers use technology for self-improvement and
there upon improving managerial performance.

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3. Analytical skills –
This is the ability to identify key factors and understand how they can be interrelating and
roles they play in a particular situation. Analytical skill involves using scientific approaches

or techniques to solve the problems. Managers will identify the base of problem and
develop plans of action to solve those. Analytical skill involves managers to think multiple
alternatives in a complexity. Analytical skill means that you are able to solve complex
problems using visualization and logical thinking. To develop the analytical thinking one has
to develop his observation capacity, able to judge through relevant criteria, should be able
to apply techniques and methods to judge properly. If a manager can frame a problem
statement properly it helps to handle critical situation. Analytical skill encourages creative
thinking. To think out of the box is a need today. Productivity increases with analytical and
creative thinking.
4. Conceptual Skill –
Conceptual skill is a manager's ability to see the organization as a whole, as a complete
entity. It involves understanding how organizational units work together and how the
organization fits into its competitive environment. Conceptual skill is crucial for top
managers, whose ability to visualize future can have major effects on the success of the
business. They stress on how each department of the organization gets interrelated with
organizational goals. The success of business depends upon leadership. Any organization can
achieve success with the visionary leadership. Successful company can visualize immediate
customers demand and market conditions. However, conceptual skill is still necessary for
middle and supervisory managers, who must use this skill to envision, for example, how
work units and teams are best organized.
5. Decision making skill –
Proper decision will affect the condition of the organization. Manager’s ability to make
decisions will reflect the quality of effectiveness in working. An individual’s decision making
skill is influenced by his/her analytical and conceptual skill. If one can make timely, well
considered decisions, then he/she can lead his/her team to well-deserved success. Poor
decisions will prove an individual’s leadership brutally short. Improper decisions will lead the
failure. For proper decision making an individual needs to direct him/her and others towards
objectives of the organization.
6. Interpersonal skill –
Managers accomplish work through and with the people. Their ability to interact with
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his/her subordinates, understand others, to communicate with subordinates as well

immediate or top management people is important. Interpersonal skill is important at every

level of management. Managers who have excellent technical skill, but poor interpersonal
skill are unlikely to succeed in their jobs. This skill is critical at all levels of management.
Their ability to encourage subordinates motivates them to work at their best and to make to
be innovative will prove their effectiveness. Here formal as well as informal interaction is
also necessary.
7. Communication skills –
Communication may be formal or informal, written or oral, is an important element for
effective managerial performance. Communications skills involve the ability to communicate
in ways that people understand and receive feedback that they understood, what is
communicated. Good manager need to possess excellent reading, writing, speaking and
listening capacity for good communication. Communication is necessary for team work as
well as working with diverse population. A person having analytical skills with good
communication skills can clutch change in the environment and could adapt it with positive
attitude.
8. Political Skills –
This is an ability to influence all those are associated with the person, immediate managers
or subordinates. Political skill exists in just about every organization—and the people most
successful at utilizing this skill often have the best reputations among their colleagues.
Political skill involves obtaining power and preventing other employees from taking away
one's power. Managers use power to achieve organizational objectives, and this skill can
often reach goals with less effort than others who lack political skill. . Managers at all levels
require political skill; managers must avoid others taking control that they should have in
their work positions.
Activity 2
Approach nearest Shopping Centre (may be small scale or large scale, but consist of staff
more than 5 persons). Meet the chief manager of it and discuss how he manages his skills to
organize the people working with him in different situations.

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Activity 3

In your day to day life, if you come across some problem, how different skills will help you to
handle that situation.

2.6 MANAGERIAL ROLES

Managers of all levels need to perform different managerial roles for smooth functioning of
work as per the plans and objectives. Managerial roles are sets of behavior that belong to the
manager’s job. Managers are typically responsible for:
• Establishing, prioritizing and making sure that objectives are met.
• Establishing a framework for communications, and patterns of work within their area of
responsibility.
• Communicating targets, goals and results to people that work for them.
• Motivating employees.
• Setting out the administrative arrangements for their area of responsibility.
• Creating, monitoring, and making sure that budgets are achieved.

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2.7 CATEGORIES OF MANAGERIAL ROLES

A researcher Henry Mintzberg has studied different managerial traits and he determined ten
different managerial roles. These are classified in three broad categories i.e. interpersonal roles,
informational roles and decisional roles.

INTERPERSONAL INFORMATIONAL
ROLES
ROLE
*Monitor Role
*figurehead Role
*Disseminator role
* Leader Role
*Spokesperson
*Liaison Role Rolle

DECISIONAL ROLES
*Entreprenuer Role
*Disturbance Handler Role
*Resource Allocator Role
*Negotiator Role

Fig 2.1
1. Interpersonal roles –
A manager needs to perform above roles due to formal authorities. These roles expect to
provide leadership, to be a figurehead, being a liaison within the company.
A. Figurehead Role -
When a manager is responsible for social, inspirational, legal and ceremonial obligations
he is said to perform as Figurehead role. Here manager performs his role as a symbol
of status and authority. The figurehead role is routine, with sometime informal
communication and interact people due to important title he holds. But its importance
should not be overlooked. A principal attending peon’s daughter’s marriage, Managing
director visiting his subordinate who has met with an accident, A section officer
welcome his new team, a chief chef take feedback from customer about a new dish

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that he has introduced; these are some examples of how a manager manages his

figurehead role. This informal relation is necessary for smooth functioning of formal
organization.
B. Leadership roles –
This role involves directing, coordinating, and controlling subordinates. This includes
activities like staffing, motivating, training etc. of his/her subordinates. He encourages
people working along with him for better results as well for inventions. He is
responsible for deciding targets for each person. He prepares the job profile for each
table and he evaluates employee’s performance accordingly. He controls / directs the
activities and keeps eye on whether activities are directed and executed according to
plan. A good leader brings success to an organization.
C. Liaison role -
Liaising interaction is a means of communication between different groups or units of
an organization. A manager performs a role as a liaising person to collect the
information with formal as well as informal contacts from inside or outside the
organization. He needs to keep a contact with all those who are related with, from
whom he is receiving work, other resources as inputs and forwarding output for next
process. Production manager has a talk with inventory officer for inventory records or
placing an order for next week at the same time discusses with marketing manager
about feedback from customers. Committee head, for conducting Academic Programs
of a management institute collects the information about guest to whom he/she can
invite as a speaker in the seminars. The liaison role enables a manager to develop a
network for obtaining external information which can be useful for completing current
and future work activities.
2. Informational roles –
Informational roles are those in which managers obtain and transmit information. These
roles have changed dramatically as technology has improved. Monitor, disseminator, and
spokesperson are the three informational roles that a manager performs.

Monitor Role –
Manager keeps a watch and constantly scans the global environment for change
situation. He identifies opportunities and threats in the changing environment. If a
manager proactively prepares for problems that may in future is able to be a successor

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in the competitive world. Network of contacts that has been established through the
interpersonal roles helps in this. Information gathered through informal meeting or
attending any party, business related newspapers or periodicals reading help manager
to collect external information.

A. Disseminator role –
Manager evaluates information collected through monitor role. Evaluated
information then disseminated to the concerned employee for further process. This
information may be disseminated to subordinates, peers, or superiors in the
organization. Any finance manager comes to know about new technology that
speeds up the production process, this concept he discusses with production
manager. A neurologist will discuss with orthopedic surgeon about a surgery of a
particular patient who is met with an accident after examining him through various
tests and blood checkups.
B. Spokesperson role –
This role serves in a Public Relation capacity by informing and lobbying others to
keep key stakeholders updated about the operations of the organization. He speaks
on behalf of the work unit to people inside or outside the organization. A manager
discusses about the scheme with in open meeting with shareholders. Guest Lecture
is arranged by a Management institute under Industry-Institute Relation where
marketing manager informs students about career development planning in
marketing.
When a manager discuss about company related legal issues with government
official, or a Bank Manager attending court hearing for which they have filled a suit
against their client for non-payment of loan.
3. Decisional roles –
After gathering information through interpersonal relationships it is time to take
decisions for the process. Decisional roles require managers to plan strategy and

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utilize resources. Decisional roles are of four types – i.e. entrepreneurial role,
disturbance handler role, resource allocator role and negotiator role.
A. Entrepreneurial Role –
Here manager assigns resources to develop innovative goods and services, or to
expand a business. Most of these roles are held by top-level managers, although
middle managers may be given some ability to make such decisions.
Entrepreneurial role is considered to be an initiator role. A businessman, who
establishes his business with new concept in the market like managing an event,
manufacturing a machine that would help food industry to produce food
products with speed, hygiene and low cost. Even managers encourage their
workers to come up with new ideas that could be implemented for better
productivity.
B. Disturbance handler role –
On the basis of information gathered about changing environment he is a
person who initiates respond that change. In this, manager handles crises
situation that may disturb the day to day functioning. Here decisional role plays
very important role as priority over other roles. Due to the flood in the region,
supplier may not be able to supply wood logs, which may affect production to
slow down within a few days, here a manager takes decision to contact other
supplier or close down one shift of production, two guest lecturers are invited
as guest speaker in the conference and one person got stuck up due to flight
has been cancelled due to bad weather.
C. Resource Allocator Role –
Manager is performed to be resource allocator role when he decides to whom
and quantity of resources to be distributed. Resources could be input material,
money, manpower, information or technology. Even regular time schedule
along with overtime schedule, will be decided by a manager. Proper distribution
and maximum utilization of resources, though there is scarcity of resources is
important. Human resource manager and Marketing manager decide in a
meeting how many sales managers are necessary to launch a new product. A
supervisor sees whether particular production could be finished in part time
schedule or need to take overtime shifts or in a regular shift.

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D. Negotiator Role -
Manager negotiates with other units and individuals for the departments’s
benefits. . The process of negotiation is possible only when an individual has the
authority to commit organizational resources. A librarian can ask for maximum
facility Library software package for daily transactions and other utilities instead
of integrated menu in overall Administration package. A Head clerk will demand
networking system within office.

Activity 4

Write down, as a family member which roles you are performing (besides just to be a good
daughter or a son) in different situations.

2.8 SOCIAL RESPONSIBILITY

Kathryn Anastos, described social responsibility as “Our responsibility as privileged human

beings is to pay back for the opportunities we've received”. Business as an economic agent of
the society, it must use its economic power to protect and promote social values, divert at part
of financial benefit for the public interest. Even they should ensure effective use of available
resources of our country. Fair transaction and transparency increase the goodwill of an
organization. Society allows and supports business existence, in return business is obliged to
repay by sharing the profit i.e. various large size business houses established own NGO like
organization to serve community with education, health program, clean environment etc.
There are basically four components of business customers, employees, legal and governmental
sectors and community. It is managers of an organization who are responsible to fulfill the
interest of all those who are related with above components.

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Owners

Competitors Customers

Business
Organisation

Supplier Employees

Society Government

Fig 2.2

A. Customers – Satisfaction of customer requirements is the broadest meaning of social

responsibility. Production by anticipation, pro-activeness and as per the market
expectations reflects the firm’s social nature.
1 Quality product with reasonable price and in sufficient quantity is the basic
responsibility towards customers.
2 Management is expected to provide prompt and adequate service as well ensures
cordial relations.
3 Keep open space for any suggestions and feedback, reply to feedback received from the
customer is expected.
B. Employees/ Workers –
Employees are the backbones of the any organization. Productivity of enterprise depends
upon ability and production of workers employed. Proper give and take process leads to the
higher productivity.
2 1 Appoint suitable persons for each job.
3 Provide training, education, conducting workshops to develop knowledge and skills.
4 Provide security and proper working environment within the organization.

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5 Fair wages and other fringe benefits.

6 Right to held Trade Union.
7 Accept any suggestions or innovations any.
8 Proper rewarding and promotional system.
9 Provide all required resources along with moral support for smooth functioning.
C. Competitors – Competitors are the businessman those are dealing in the same business.
Innovations, profit rise, increase in research and development activities would be the
outcome of healthy competition. Healthy competition is possible with the sense of social
obligations.
1. Reasonable prices and reasonable discounts should be offered in compare with
competitors.
2. Do not use competitor’s Strategies.
3. False or ambiguous advertisement should not be framed.
D. Suppliers - Any business organization needs to deal with number of suppliers from whom
they receive raw material or other resources. Large scale business depends upon small scale
businesses. Small scale produces small machine tools those are used as raw material for
large scale businesses.
1. Placing an order with appropriate duration.
2. Payment of dues in time.
3. Dealing with fair terms and conditions.
E. Legal Aspect of Social Responsibility – government through its legal functioning, rules and
regulations allows an industry to establish and survives for a longer period. Government
directs as well as controls the functioning of any organization.
1. It is necessary to follow all the rules and regulations laid down by the government.
2. Pay all taxes in time.
3. Maintain transparency in the transactions.
4. Discourage corruption or any malpractices within or outside of the organization.
F. Towards Society- When it is accepted that any business organization is a part of society, it
involves social obligation behavior. To create and maintain social values within the locality it
operates. With the increase in global warming, many corporate houses, built up their
ecofriendly premises.

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1. Support community with education to children and illiterate people, encourage and
support workers to provide education to their children.
2. Undertake health related training programs for that particular locality.
3. Some corporate houses adopted a village. They support for their complete growth.
4. Any business is accountable to society for ecological or environmental problems.
5. Prevent from air, water, noise or land pollution.

2.9 MANAGING CHANGE IN GLOBAL ENVIRONMENT

Due to Increase in the international competition forces organizations to relook at their

strategies and abilities for success. The international trade business takes place between two or
more countries for number of products, goods and services. When a country buys goods and
services from other country is said as importing products, when it sells produced in our country
to other nation is said as exporting products. Our country is importing products like electronic
products like digital phones, cameras, televisions etc.; steel, various automobiles, food grains
etc. And exporting goods such as clothing, information technology packages, iron ore, food
grains etc.

Change is a law of nature . Due to the law of change the ape man has been changed, developed
him to cope up with this era of information technology. Change is a significant feature of
modern environment. Business organization also needs to undergo change to improve quality,
performance and stand with others organization in the competition. Organizational change goes
through several phases. Everyone working with the organization, and internal and external
elements contribute to the phases of change. Change has become a significant feature of
modern environment.

Organizational change is described as “one which ultimately affects the pattern of work and/or
relationships within the organization.

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2.10 FACTORS AFFECTING CHANGE

Any organization which may be engineering, manufacturing, service provider, academic or social
organization, has faced dynamic and changing environment. The managers need to handle this
situation. Stephen Robbins explained six specific forces, which stimulate for change.

Every organization needs to adjust to a multicultural and multinational environment. Policies

and practices related to human resources need to change for attracting and at the time reducing
employee turnover by introducing Diverse Workforce. Therefore many companies spend large
amount on training, knowledge up gradation, keeping employees updated with computer skills
and developing other skills. Changing Technology which affects the job profile of employees and
workflow of an organization. Rapid changes in the Information Technology, computer and
communication technology resulted into engineering, electronic and other changes. Due to this,
many job profiles and span of control need to reshape. Therefore an individual doing narrow,
specialized and routine jobs is being replaced by a teamwork which needs to perform multi tasks
and actively participate in team decisions. During 1070’s various Economic Changes affected
business strategies. The interest rates have become more volatile and the economy of individual
country has become more interdependent. Global economy forces the change in the level of
Competition. Established enterprises also need to defend themselves against the traditional
competitors. Therefore even successful organizations may need to change in response to the
competition. Social trend also affects the organization. Change in the employees’ life style do
affects thinking and strategically changes within organization. Attitude for more and more
earning to cope up with life style has become essential. Politics at the world level, terrorist
attack, and foreign relations affected the globalization, competitive strategies in the
organization.

2.11 PROCESS TO OVERCOME THE LOOPHOLES FOR CHANGE

• Clarify the mission and vision for the change.

• Assess the situation.
• Establish roles and responsibilities of each person within the organization.
• Develop the required leadership.
• Determine the key strategies for change.

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• Develop implementation plans

• Develop support systems like communication flow, training and development,
evaluation systems.
• Implement plan and constantly supervise the progress.
• Analyze the causes for over or under progress.
• Celebrate the progress
• Proper documentation of changed process is also necessary.

Here managers need to ensure that all the employees will agree on the destination and the
journey in between. Training is given to the leaders to take up roles and responsibilities and to
prepare plans and strategies, support the change process. A leader will develop his team and
work out to upgrade their skills required to support the process. The performance is analyzed
with evaluation system. Once the assessment has been completed and the findings are
accepted, it is easy to agree on priorities for action. Here all necessary support mechanisms are
used to gather information for progress. Work out for any modification required and prepares
plan accordingly.

2.12 TOOLS USED TO COPE UP THE CHANGE PROCESS

• Communication- The first step in managing change is building awareness about the need for
change and creating a desire among employees. The flow of communication should be as
proper that right message is to be provided to right person at the right time. The change
management team or project leaders must design a communication plan that addresses the
needs of front-line employees, supervisors and executives. Every audience has particular
needs for information based on their role in the implementation of the change.
• Training – Every employee play a vital role in the change process. Knowledge and skills up
gradation accepts the changing environment quickly. Therefore every leader, supervisor as
well workers need a proper training to get acquainted with latest technologies.
• Motivation - Active and visible participation by senior business leaders throughout the
process is necessary. A change in agent's or project leader's role includes helping senior
executives do the right things to support the project. Leader’s active participation motivates
subordinates for better performance.

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• Data Collection – The information gathered interpret about the changing environment. It
makes possible to start the process for change. . Feedback from employees is a key element
of the change management process. Analysis and corrective action based on this feedback
provides a robust cycle for implementing change.
• Awarding and Celebration –Every success must be recognized and awarded. Individual
appreciations as well as group are necessary. Awards through monetary appreciation, in
kind, oral or through other benefits encourages employees.

2.13 KEYWORDS

1. Universally – Relating to, extending to or affecting the entire world or all within the world
2. Misconduct – Behaviour not conforming to prevailing standards or laws, dishonest or bad
management
3. Brutally – Extremely ruthless or cruel
4. Globalization – Growth to a global or worldwide scale
5. To be a Figurehead – a person nominally having a prominent position but with less authority

2.14 SUMMARY

Proper coordination among different activities makes the organization process simple. Various
activities of an organization are always directed towards its common goal. All the resources
man, machinery, material and money are put to use for process in the enterprise. To manage
any organization, human being is the most important resource that contributes at the maximum
percentage. Managers of any level who coordinate and control the activities posses different
skills and abilities. The success of any organization depends upon its intellectual capital.
Employees’ updated knowledge improves the organization performance. High ranking provides
status quo to the organization.
Manager needs to take quick decisions on the basis of information gathered as per the situation.
While performing his duties he needs to act upon various managerial roles such as initiator to
spokesperson. He gathers information as well disseminates it to proper person. Any manager
must be good communicator to carry out, coordinate and control the situation.

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An organization is a part of society. While managing an organization he needs to consider the

different aspects of it. Society helps and allows establishing business therefore it is our
responsibility to give something in return. Due to globalization and changing technologies it is
forced to change the strategies for managing organization. Sometimes external factors affect
the business strategies. It becomes difficult to survive, if he does not respond to the changing
environment. Instead of rigid, flexible strategies help to manage organization.

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