Management Process and Organizational Behavior

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SMUA
SSIGNMENT
S
EMESTER – 1MBO022
Management Process andOrganizational Behavior
SUBMITTED BY:SIDHARTH RAMTEKEMBAROLL NO.- 520918813

 
ASSIGNMENTS- MBA Sem-IManagement Process and Organizational Behavior  Subject code MB0022

Q.1 “Today managers need to perform various functions”: Elaborate the statement Managers create and maintain an internal environment, commonly called the organization, sothat others can work efficiently in it. A manager’s job consists of planning, organizing, directing,and controlling the resources of the organization. These resources include people, jobs or positions, technology, facilities and equipment, materials and supplies, information, and money.Managers work in a dynamic environment and must anticipate and adapt to challenges.The manager looks after more than one function. Therefore, managerial practices usedsuccessfully in big firms cannot be blindly used in small-scale units. Basic managerial functionsin large and small business are the same. But the manner in which these functions should becarried out can be different.Managing starts with planning. A manager with a definite and well defined plan has morechances of success than another who tries to start an enterprise without planning. According toKillen” planning is the process of deciding in advance what is to be done‚who is to do it‚how it isto be done and when it is to be done’’. Planning involves thinking and decision and is, therefore,called a logical process. Planning is a continuous process as changes in plans have to be madefrom time to time to take care of changing environment. Many a times, a vague approach isadapted to planning in a small firm. There is a false impression that small firms areuncomplicated and do not require planning. The small-scale manager does not want to engagehis employees in the planning process due to the desire to keep the secrets with him. Personalaccountability for results, lack of expert staff and not having planning skills are other major obstacles to planning in small firms. The owner or manager of a small enterprise is too involvedin day-to-day operation to try planning before commencing actual operation. But they need pre-planning most because small firms have limited resources to conquer their upcoming problemand cannot afford to finance losses that can take place while adjusting to unanticipatedhappenings/changes.An manager needs an enterprise which can achieve the business objectives. During thefunction of organizing he leads human resources to successful completion of the project,arranging the functions and activities into different levels in the organization structure, thusfacilitating the assignments of personnel according to their capabilities, skills and motivation.According to Peter F. Drucker the process of organizing consists of three steps - activitiesanalysis, decisions analysis and relation analysis.(i). Activities Analysis: It consists of the following:a) Determining the main functions for achieving the objectives of the firm.b) Various sub-functions in each major function.c) Amount of work in each major function and its sub-function.d) The position required to perform the activities.(ii) Decisions Analysis: It consists of the following:a) Choosing the basis of departmentalization so that functions could be grouped intospecialized units. Generally, functional departmentation is appropriate for small-scaleunits. Customers, Products and territories are other important base of departmentalization.b) Choosing the type of organization structure so that departments are incorporated into aformal structure.

 
ASSIGNMENTS- MBA Sem-IManagement Process and Organizational Behavior  Subject code MB0022
(iii) Relations Analysis: The authority, responsibility and accountability of every position and itsrelationship with other positions are clearly defined. Various positions are manned with personshaving the necessary education, training, experience and other qualifications.To obtain...
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