Management and Office Manager

Topics: Management, Public administration, Planning Pages: 8 (2217 words) Published: September 6, 2013
Volume : 3 | Issue : 4 | May 2013

ISSN - 2250-1991

Research Paper


POSDCORB : A Managerial Overview

* Mr. Vinay Kumar Agrawal ** Dr. Rajeev Vashistha
* Manager Administration, NIMS Medical College, NIMS UNIVERSITY, JAIPUR -303121 ** Assistant Professor and Head, Department of Library and Information Sc., NIMS UNIVERSITY, JAIPUR -303121 ABSTRACT Present study seeks to study in the depth of the Office Management and widely used of POSDCORB by Office Managers .The study talks about the process, principles, limitations and disadvantages of POSDCORB in Office Management. POSDCORB activities are common to all organizations. They are the common problems of management which are found in different agencies regardless of the nature of the Work they do. POSDCORB gives unity, certainty, and definiteness and makes the study more systematic tt tt

Keywords : POSDCORB, Planning, Organizing, Staffing, Directing, Coordinating, Reporting, Budgeting, Office Management, Managers Introduction of POSDCORB: In 1937, social scientists Luther Gulick and L. Urwick (Papers on the Science of Administration) describe seven “major Activities and duties of any higher authority of organization”. Since then, the acronym POSDCORB is used to describe the 7 functions of managers:


• Reporting: Keeping those to whom the executive is responsible as well as subordinates informed through records, research and inspections. • Budgeting: With all that goes with budgeting in the form of planning to ensure sources of income, accounting and control on expenditures. Origin of POSDCORB History: Gulick and Urwick built their ideas on the earlier 14 Principles of Management by Fayol. Note that in 1937, the prevalent thinking was the separation of politics and administration. Gulick advocated that it was impossible to separate the two. Strength of POSDCORB: POSDCORB generally fits into the Classical Management movement, being classified as an element of scientific management. Gulick POSDCORB principles were instrumental in highlighting the theory of span of control, or limits on the number of people one manager could supervise, as well as unity of command to the fields of management and public administration. The strength of POSDCORB is as follows: • • • • • • • • • • • • • • Division of Work Authority and Responsibility Discipline Unity of Command Unity of Direction Subordination of Individual Interest to General Interest Remuneration of Personnel Centralization Scalar Chain (line of authority with peer level communication) Order Equity Stability of Tenure of Personnel Initiative Esprit de Corps

Diagram: 1 • Planning: Working out the board outline the things that need to be done and the methods for doing them to accomplish the purpose which is set for the enterprise. • Organizing: The establishment of the formal structure of authority through which work subdivisions are arranged, defined and coordinated for the defined objective of the organization. • Staffing: The whole personnel function of bringing in and training the staff and maintaining favorable conditions of work. Both qualitative and quantitative. • Directing: The continuous task of making decisions and embodying them in specific and general orders and instructions and serving as the leader of the enterprise. • Coordinating: Interrelating the various entities and processes of the work.

Fayol’s influence upon Gulick is readily apparent in the five


Volume : 3 | Issue : 4 | May 2013

ISSN - 2250-1991

elements of management discussed in his book. • • • • • Planning – examining the future and drawing up plan which areas of action Organizing – building up the structure (labor and material) of the undertaking Command- maintaining activity among the personnel Co-ordination – unifying and harmonizing activities and efforts. Control – seeing that everything occurs in conformity with policies and practices

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