1.

Explain the concept of Planning along with various types of

Planning.

Planning is the primary function of management.It focuses on the future

course of action.
Plannning is a primary managerial activity that specifies the objectives to
be achieved in future and selects the alternative course of action to reach
defined objectives.
Thus it involves;
⚫ Defining the organization’s goals

⚫ Establishing an overall strategy for achieving those goals.

⚫ Developing plans for organizational work activities.

CONCEPT OF PLANNING

Planning is the fundamental management of critical objectives, including

the process, execution, and outcome. It is an intellectual process of
management that an organization follows with various methodologies,
blueprints, and discussions. It is necessary to get the best possible result
following the specific planning. Various objectives have a distinct
planning process according to the goal is achieved. According to planning,
various actions and encounters occur, which extracts the outcome at the
end of the process.

Planning is the basic and primary function of management. It has to be

pre-decided to outline the activities in the future. Planning is forming
plans to develop and execute the activity to get the best possible outcome.
The management concept of planning includes formulating good policies,
budget segregation, advertisement objectives, marketing strategies, etc.

If we discuss the importance of planning, planning helps provide

direction and reduce risk and uncertainty, especially in the business field.
It also reduces overlapping and wastage of resources in a company,
promotes new innovative ideas, facilitates decision-making, and
establishes a standard of control over the management.

Therefore, the planning focuses on achieving the goals and objectives; it

is a continuous process, future-oriented, and decision-making to provide a
structure to the management.

TYPES OF PLANNING;
[a]STRATEGIC PLANNING
Strategic planning involves decisions about the organization's long term
goals such as survival, growth etc. It involves setting long term objectives
(by top management) and deciding about the judicious deployment of
resources to achieve those objectives. Strategic planning, thus, is long-
term in nature. It tends to be a top management responsibility. It requires
looking outside the organization for threats and opportunities. It also
requires looking inside the organization for finding out weaknesses and
strengths. It affects many parts of the organization, as its decisions have
enduring effects that are difficult to reverse. It tries to equip the
organization with capabilities needed to confront future uncertainties, by
taking a holistic view of the entire organization. Its focus is clearly on the
‘jungle, not the trees’. The main objective is to position the firm in an
advantageous position in relation to the environment, keeping the firm’s
own capabilities in mind.
Example: In business, it means how much money is going to be
dedicated to a project, and by when you expect the project complete. In
personal life, suppose you plan a wedding, it means deciding on the
budget and the date.
[b]TACTICAL PLANNING
Tactical planning translates broad strategic goals and plans into specific
goals and plans that are relevant to a definite portion of the organization,
such as a functional area like marketing or human resources. Tactical
plans focus on a major actions a unit must take to fulfil a part of the
strategic planning. They are often focused on 1-2 years in the future. This
is the implementation of the strategic plan stage combining your available
resources, look at obstacles, and review alternatives.
Example: In business, it means an analysis of resource combination,
planning for obstacles, and general timetable. In personal life, for the
wedding, it means, finding the place, developing a guest list, deciding on
a menu and music.
[c]OPERATIONAL PLANNING
Operational planning identifies the specific procedures and processes
required at lower levels of the organization. Front line managers usually
focus on routine tasks such as production runs, delivery schedules, and
human resource needs etc. They typically focus on the short term, usually
12 months or less. These plans are the least complex of the three and
rarely have a direct effect or other plans outside of the department or unit
for which the plan was developed.
Example: In business, it means engaging the team, develop and answer
the who, what, when, where, how management questions. In personal life,
for the wedding, it means, choosing the band, finding the caterer, decide
on flowers, etc.
To be fully effective, the organization's strategic, tactical and operational
plans must be aligned – that is, they must be consistent, mutually
supportive and focused on meeting the common purpose and direction.

2. Define Organizing while having light on the importance of the

concept.
Organizing is a management function that forms the step after planning.
Managers allocate resources, departmentalize work, demarcate authority,
and distribute responsibilities through the firm. It is a complicated
process that requires the simultaneous collaboration of various factors.
Managers need to focus on the particular skills and strengths of the
workers while dividing work. Understanding the process of specialization
and how the division of labour leads to it is a major factor in increasing
labour efficiency. Henri Fayol explained this in the following terms:

“The specialization of the workforce according to the skills of a person,

creating specific personal and professional development within the labour
force and therefore increasing productivity, leads to specialization which
increases the efficiency of labour. By separating a small part of work, the
workers’ speed and accuracy in its performance increases. This principle
is applicable to both technical as well as managerial work.”

CONCEPT OF ORGANIZING

The concept of organizing is an important part of business studies and

forms a vital component in the way a firm functions to achieve its goals.
Organizing is a management function that forms the step after planning.
Managers allocate resources, departmentalize work, demarcate authority,
and distribute responsibilities through the firm. It is a complicated
process that requires the simultaneous collaboration of various factors.
Managers need to focus on the particular skills and strengths of the
workers while dividing work. Understanding the process of specialization
and how the division of labour leads to it is a major factor in increasing
labour efficiency. Henri Fayol explained this in the following terms:
“The specialization of the workforce according to the skills of a person,
creating specific personal and professional development within the labour
force and therefore increasing productivity, leads to specialization which
increases the efficiency of labour. By separating a small part of work, the
workers’ speed and accuracy in its performance increases. This principle
is applicable to both technical as well as managerial work.”

IMPORTANCE OF ORGANIZING
Organizations are systems created to achieve common goals through
people-to-people and people-to-work relationships. They are essentially
social entities that are goal-directed, deliberately structured for
coordinated activity systems, and is linked to the external environment.
Organizations are made up of people and their relationships with one
another. Managers deliberately structure and coordinate organizational
resources to achieve the organization’s purpose.

Each organization has its own external and internal environments that
define the nature of the relationships according to its specific needs.
Organizing is the function that managers undertake to design, structure,
and arrange the components of an organization’s internal environment to
facilitate attainment of organizational goals.

A comprehensive approach to organizing helps the management in many

ways. Organizing aligns the various resources towards a common mission.

Efficient Administration
It brings together various departments by grouping similar and related
jobs under a single specialization. This establishes coordination between
different departments, which leads to unification of effort and harmony in
work.

It governs the working of the various departments by defining activities

and their authority relationships in the organizational structure. It creates
the mechanism for management to direct and control the various activities
in the enterprise.

Resource Optimization
Organizing ensures effective role-job-fit for every employee in the
organization. It helps in avoiding confusion and delays, as well as
duplication of work and overlapping of effort.
Benefits Specialization

It is the process of organizing groups and sub-divide the various activities

and jobs based on the concept of division of labor. This helps in the
completion of maximum work in minimum time ensuring the benefit of
specialization.

Promotes Effective Communication

Organizing is an important means of creating coordination and
communication among the various departments of the organization.
Different jobs and positions are interrelated by structural relationship. It
specifies the channel and mode of communication among different
members.

Creates Transparency

The jobs and activities performed by the employees are clearly defined on
the written document called job description which details out what
exactly has to be done in every job. Organizing fixes the authority-
responsibility among employees. This brings in clarity and transparency
in the organization.

Expansion and Growth

When resources are optimally utilized and there exists a proper division
of work among departments and employees, management can multiply its
strength and undertake more activities. Organizations can easily meet the
challenges and can expand their activities in a planned manner.

The concept of organizing is a vital part of managerial studies. The

importance of organizing lies in the fact that it enables a firm to grow and
keeps the workflow efficient. Organizing is the most important part of a
manager’s duties. It makes the company work in coordination, and the
individual workers are able to perform in accordance with their potential.
The concept of organizing should be well-studied and its implementation
should be well-researched by anyone aspiring to be an effective manager.

3. Define Controlling along with prerequisites of Effective Control.

Controlling is a management function that involves monitoring and
evaluating the performance of individuals, teams, and the organization as
a whole to ensure that goals are being achieved. It involves comparing
actual performance with planned performance, identifying deviations, and
taking corrective actions when necessary.

Controlling helps managers to maintain standards, identify areas of

improvement, and ensure that resources are being used effectively and
efficiently. It involves setting performance standards, measuring actual
performance, comparing the two, and taking corrective actions to ensure
that goals are met.

Prerequisites of Effective Control

To ensure effective control, certain prerequisites need to be in place.

These include:

1.Establishing Standards: Clear and specific performance standards

need to be established to provide a basis for measuring and evaluating
performance. These standards should be realistic, achievable, and
aligned with organizational goals.
2.Measuring Performance: Performance needs to be measured
accurately and objectively. This can be done through various methods
such as observation, reports, feedback, and performance indicators.
3.Comparing Performance: Actual performance needs to be compared
with the established standards to identify any deviations or variations.
This helps in determining whether performance is on track or needs
improvement.
4.Identifying Deviations: Any deviations from the established
standards need to be identified and analyzed. This involves
understanding the causes of deviations and their impact on overall
performance.
5.Taking Corrective Actions: Once deviations are identified,
appropriate corrective actions need to be taken to bring performance
back on track. This may involve providing additional resources, training,
coaching, or making changes to processes or procedures.
6.Feedback and Communication: Effective control requires regular
feedback and communication between managers and employees. This
helps in clarifying expectations, addressing concerns, and providing
guidance and support. By ensuring these prerequisites are met, managers
can effectively control and monitor performance, make informed
decisions, and take timely actions to achieve organizational goals.
4. Discuss the concept of Motivation. Explain Maslow’s hierarchy of
needs theory.

Motivation is a general inspiration process which gets the members of the

team pull their weight effectively to give their loyalty to the group to
carry out properly the tasks they have accepted and generally to play an
effective part in the job that the group has undertaken.

Motivation may be regarded as an integral part of the process of

direction.In directing the subordinates,the manager has to try to create in
them the willingness to pursue the goals of the organization,
enthusiastically.In trying to do so, the manager may be said to concern
himself with motivation.

MASLOW’S HIERARCHY OF NEEDS THEORY.

Abraham Maslow is well renowned for proposing the Hierarchy of Needs

Theory in 1943. This theory is a classical depiction of human motivation.
This theory is based on the assumption that there is a hierarchy of five
needs within each individual. The urgency of these needs varies. These
five needs are as follows-

Physiological needs- These are the basic needs of air, water, food,
clothing and shelter. In other words, physiological needs are the needs for
basic amenities of life.

Safety needs- Safety needs include physical, environmental and

emotional safety and protection. For instance- Job security, financial
security, protection from animals, family security, health security, etc.

Social needs- Social needs include the need for love, affection, care,
belongingness, and friendship.

Esteem needs- Esteem needs are of two types: internal esteem needs
(self- respect, confidence, competence, achievement and freedom) and
external esteem needs (recognition, power, status, attention and
admiration).

Self-actualization need- This include the urge to become what you are
capable of becoming/what you have the potential to become. It includes
the need for growth and self-contentment. It also includes desire for
gaining more knowledge, social- service, creativity and being aesthetic.
The self- actualization needs are never fully satiable. As an individual
grows psychologically, opportunities keep cropping up to continue
growing.

According to Maslow, individuals are motivated by unsatisfied needs. As

each of these needs is significantly satisfied, it drives and forces the next
need to emerge.

Maslow grouped the five needs into two categories - Higher-order

needs and Lower-order needs.

The physiological and the safety needs constituted the lower-order needs.
These lower-order needs are mainly satisfied externally. The social,
esteem, and self-actualization needs constituted the higher-order needs.
These higher-order needs are generally satisfied internally, i.e., within an
individual. Thus, we can conclude that during boom period, the
employees lower-order needs are significantly met.

5. Discuss the concept of ‘Team’. Also discuss seventeen

characteristics of an Effective Team.
6. Detail the concept of Leadership. Discuss Trait theory of
Leadership in detail.

The trait model of leadership is based on the characteristics of many

leaders - both successful and unsuccessful - and is used to predict
leadership effectiveness. The resulting lists of traits are then compared to
those of potential leaders to assess their likelihood of success or failure.
Scholars taking the trait approach attempted to identify physiological
(appearance, height, and weight), demographic (age, education and
socioeconomic background), personality, self-confidence, and
aggressiveness), intellectual (intelligence, decisiveness, judgment, and
knowledge), task-related (achievement drive, initiative, and persistence),
and social characteristics (sociability and cooperativeness) with leader
emergence and leader effectiveness.
Successful leaders definitely have interests, abilities, and personality
traits that are different from those of the less effective leaders.
Through many researches conducted in the last three decades of the 20th
century, a set of core traits of successful leaders have been identified.
These traits are not responsible solely to identify whether a person will be
a successful leader or not, but they are essentially seen as preconditions
that endow people with leadership potential.
Among the core traits identified are:

▪ Achievement drive: High level of effort, high levels of ambition,

energy and initiative
▪ Leadership motivation: an intense desire to lead others to reach
shared goals
▪ Honesty and integrity: trustworthy, reliable, and open
▪ Self-confidence: Belief in one’s self, ideas, and ability
 ▪ Cognitive ability: Capable of exercising good judgment, strong
analytical abilities, and conceptually skilled
▪ Knowledge of business: Knowledge of industry and other technical
matters
▪ Emotional Maturity: well adjusted, does not suffer from severe
psychological disorders.
▪ Others: charisma, creativity and flexibility

Strengths/Advantages of Trait Theory

▪ It is naturally pleasing theory.

▪ It is valid as lot of research has validated the foundation and basis
of the theory.
▪ It serves as a yardstick against which the leadership traits of an
individual can be assessed.
▪ It gives a detailed knowledge and understanding of the leader
element in the leadership process.

Limitations of The Trait Theory

▪ There is bound to be some subjective judgment in determining who

is regarded as a ‘good’ or ‘successful’ leader
▪ The list of possible traits tends to be very long. More than 100
different traits of successful leaders in various leadership positions
have been identified. These descriptions are simply generalities.
▪ There is also a disagreement over which traits are the most
important for an effective leader
▪ The model attempts to relate physical traits such as, height and
weight, to effective leadership. Most of these factors relate to
situational factors. For example, a minimum weight and height
might be necessary to perform the tasks efficiently in a military
leadership position. In business organizations, these are not the
requirements to be an effective leader.
▪ The theory is very complex