PRINCIPLES AND PRACTICES

OF MANANGEMENT
Group 3
meaning and definition of management
 In general the usage of the word management
identifies the group of people whose job is
directed towards the efforts and activities of
the other people towards common objectives.
 Management is a multi-purpose organ that
manages business and manages managers and
manages workers and work in order to achieve
the goal that’s been pointed out.
 Functions of a manager
 Planning
 Organizing
 Staffing
 Deirecting
 Controlling
 Functions of a manager
 A manager plays a crucial role in any organization, as they are
responsible for overseeing the operations and ensuring that the
goals and objectives of the organization are being met. In order
to be successful in this role, a manager must possess a diverse set
of skills and be able to perform a variety of functions. In this
essay, we will discuss five key functions of a manager.

1. Planning:
 One of the primary functions of a manager is planning. Without
a solid plan in place, it is difficult for an organization to achieve
its goals and objectives. A manager must work with their team to
develop short-term and long-term plans that outline the steps
necessary to reach the desired outcomes. This involves setting
goals, identifying resources needed, establishing timelines, and
assessing potential risks. Effective planning helps to ensure that
resources are allocated efficiently and that the team is working
towards a common goal.
2. Organizing:
 Once a plan is in place, a manager must

organize their team and resources in order to

execute that plan. This involves delegating
tasks, defining roles and responsibilities, and
creating a structure that will enable the team to
work together effectively. A manager must also
ensure that there is clear communication
within the team, so that everyone understands
their role and how it contributes to the overall
goals of the organization. By organizing the
team in this way, a manager can maximize the
productivity and efficiency of the organization.
3. Staffing
Staffing involves recruiting, selecting, training,
and retaining employees who are skilled and
qualified to perform the tasks required for the
organization. Managers must ensure that the
right people are in the right roles, and that they
have the necessary skills and knowledge to
perform their job effectively. By hiring and
developing a talented workforce, managers can
build a strong team that can drive the success
of the organization.
4. Directing
 Directing involves providing guidance,

motivation, and leadership to employees in

order to achieve organizational goals.
Managers must communicate effectively, set
expectations, and provide feedback to
employees to keep them engaged and
motivated. By inspiring and empowering
employees, managers can create a positive
work environment that fosters collaboration,
innovation, and high performance.
5.Controlling
Controlling involves monitoring performance, measuring
progress against goals, and taking corrective action when
necessary. Managers must track key metrics, analyze trends,
and make adjustments to ensure that the organization is on
track to achieve its objectives. By implementing effective
controls, managers can identify problems early, address
issues before they escalate, and make informed decisions to
improve performance.

 A manager performs a variety of functions that are essential

to the success of an organization. By planning, organizing,
leading, controlling, and problem-solving, a manager can
help to ensure that the organization is functioning efficiently
and effectively. It is important for a manager to possess a
diverse set of skills and be able to adapt to changing
circumstances in order to effectively perform these
functions.
 Responsibilities of a manager
 Accomplishes department objectives by managing staff;
planning and evaluating department activities.
 Maintains staff by recruiting, selecting, orienting, and
training employees.
 Ensures a safe, secure, and legal work environment.
Develops personal growth opportunities.
 Accomplishes staff results by communicating job
expectations, planning. monitoring, and appraising job
results.
 Coaches, counsels, and disciplines employees.
 Develops, coordinates, and enforces systems, policies,
procedures, and productivity standards.
 Establishes strategic goals by gathering pertinent business,
financial, service, and operations information..
 Defines objectives, identifies and evaluates trends and
Management thougth in classical school
 Administrative management
 Scientific management
And
 Burocratic management
 Administrative management theory is a school of thought
that focuses on the organization and management of the
administrative functions within a business or
organization. This theory emphasizes the importance of
establishing clear roles and responsibilities, developing
efficient processes and systems, and ensuring effective
communication and coordination among all stakeholders
involved in the administrative functions
 An example of administrative management theory in
action can be seen in the operations of a large
multinational corporation. In this case, the administrative
management team is responsible for overseeing the
various administrative functions of the organization, such
as human resources, finance, and operations. The team
works together to establish clear policies and procedures,
develop efficient processes for managing resources and
personnel, and ensure effective communication and
coordination among all departments.
 Scientific management
 Scientific management theory, also known as
Taylorism, was developed by Frederick Winslow
Taylor in the early 20th century. This theory aimed to
improve productivity and efficiency in the workplace
by using scientific methods to analyze and optimize
work processes. Taylor believed that managers should
use a systematic approach to identify the most efficient
ways of performing tasks and then train workers to
follow these methods. One of the main principles of
scientific management is the division of labor. Taylor
argued that by breaking down tasks into smaller, more
specialized components, workers could be more
productive and efficient. This approach also allowed
for a more standardized and consistent output, as
workers were trained to perform specific tasks in a
predetermined way.
 example of scientific management in action can
be seen in the automotive industry. Henry Ford
used Taylor’s principles to revolutionize the
production process at his factories. By
implementing assembly line techniques and
standardizing work processes, Ford was able to
dramatically increase output and reduce costs.
This allowed him to produce cars more quickly
and affordably, making them accessible to a
wider range of consumers.
 Burocratic management
 Bureaucratic management theory is a model of
organizational structure and management that
emphasizes strict hierarchies, clear rules and procedures,
and division of labor. This theory was developed by Max
Weber, a German sociologist, in the early 20th century. It
is based on the idea that organizations should be run like
a well-oiled machine, with decisions being made by those
in positions of authority and the lower-level employees
following instructions and carrying out tasks efficiently.
One of the key principles of bureaucratic management
theory is the idea of a clear chain of command. In a
bureaucratic organization, there is a well-defined
hierarchy of authority, with each level of management
having clearly delineated responsibilities and powers.
This ensures that decisions are made quickly and
effectively, as they are passed down from higher levels of
 An example of a bureaucratic organization is a
government agency. Government agencies are
typically structured with a clear hierarchy of
authority, with decisions being made by
elected officials and carried out by civil
servants. These agencies have strict rules and
procedures that govern how tasks are carried
out, and employees are expected to follow
these rules diligently. The division of labor in
government agencies is also clear, with each
employee responsible for a specific set of tasks
related to their area of expertise.
Human relations in school of management
 Human relations in school management
involves the interactions between students,
teachers, administrators, parents, and other
stakeholders within the educational system.
This includes communication, collaboration,
conflict resolution, and decision-making
processes that contribute to the overall
functioning of the school. By understanding
and valuing the importance of human
relations, school leaders can create a supportive
and inclusive environment that promotes
student success and well-being.
 Features of human relations in school
manangement
 Effective communication
 Effective collaboration
 Empathy
 Respect
 trust
 Effective communication:
Effective communication is essential for building
trust and understanding among all members of
the school community. Teachers and
administrators must be able to communicate
clearly and effectively with students and
parents to address any concerns or issues that
may arise. Open communication channels also
help to create a sense of transparency and
accountability within the school organization.
 Effective collaborations:
Schools are complex organizations that require
the efforts of many individuals working
together towards a common goal – providing
students with a quality education.
Collaboration among teachers, administrators,
and other stakeholders helps to ensure that the
needs of all students are met and that the
school operates smoothly and efficiently.
 Empathy
Empathy is also a critical feature of human
relations in school management. Empathetic
leaders and educators are able to understand
and respond to the needs and emotions of their
students and colleagues. By showing empathy
and compassion, school leaders can create a
supportive and inclusive environment where
all members of the school community feel
valued and respected.
 Respect
Respect is another essential feature of human
relations in school management. All
individuals within the school community,
regardless of their role or position, deserve to
be treated with respect and dignity. By
promoting a culture of respect, schools can
create a positive and inclusive environment
where everyone feels welcome and valued.
 Trust
trust is a fundamental feature of human relations
in school management. Trust is the foundation
of all positive relationships and is essential for
building strong partnerships among all
members of the school community. Teachers,
administrators, students, and parents must be
able to trust one another in order to work
together towards common goals and objectives.
 System theory of management and its
features

 Sub-system
 Holism
 Synergy
 Sub- system:
system theory management is the idea of
subsystems within a larger system. A
subsystem is a part of the whole that has its
own set of functions and processes, but is also
interconnected with other subsystems in order
to create a unified system. For example, in a
manufacturing company, the production,
marketing, and finance departments are all
subsystems that work together to achieve the
overall goal of producing and selling products.
 Holism
Holism is another important aspect of system
theory, which emphasizes the idea that the
whole is greater than the sum of its parts. This
means that individual parts of a system cannot
fully understand the system as a whole, and that
the system itself has emergent properties and
behaviors that cannot be explained by looking at
its individual components. In the context of
management, this means that managers need to
consider the entire organization as a whole,
rather than just focusing on individual
departments or functions.
 Synergy:
Synergy is the concept that when different parts
of a system work together, they can achieve
greater results than they could on their own.
This idea highlights the importance of
collaboration and cooperation within an
organization, as well as the potential benefits
that can come from integrating diverse
perspectives and skills. By fostering synergy
within a company, managers can harness the
collective abilities of their team members to
achieve common goals and drive success.
 Applying this system theory to management
can help organizations operate more efficiently
and effectively by understanding how different
parts of the organization interact and influence
each other. By recognizing the
interconnectedness of subsystems, embracing
holism, and fostering synergy, managers can
create a more cohesive and dynamic work
environment that maximizes the potential of
their team members and drives sustainable
growth.
 Business objectives
 Business objectives are the clearly defined,
measurable goals that a company strives to achieve
in order to fulfill its mission and vision. These
objectives provide direction, focus, and motivation
for employees, guiding them towards the ultimate
success of the organization. One of the primary
business objectives for any company is to increase
profitability. This often involves setting financial
targets such as increasing revenue, reducing costs,
or improving profit margins. By achieving these
objectives, a company can enhance its financial
health, attract investors, and create opportunities
for growth and expansion.
 Another important business objective is to improve
customer satisfaction. Satisfied customers are more
likely to remain loyal, make repeat purchases, and
recommend the company to others. To achieve this
objective, companies may focus on providing
excellent customer service, producing high-quality
products, or offering competitive pricing.
 many companies strive to increase market share as a
key business objective. By capturing a larger portion
of the market, a company can solidify its competitive
position, increase its influence, and drive revenue
growth. This objective may involve strategies such as
launching new products, expanding into new
markets, or developing partnerships with other
businesses.
 Innovation is also a common business objective
for companies looking to stay ahead of the
competition and adapt to rapidly changing
market trends. By fostering a culture of
creativity and experimentation, companies can
develop new products, services, or processes
that set them apart from competitors and
attract new customers.
business objectives play a critical role in guiding the
strategic direction and success of a company. By
setting clear, measurable goals that align with the
company's mission and vision, businesses can
motivate the employees, drive performance, and
ultimately achieve long-term success. Whether
focusing on financial growth, customer
satisfaction, market share, innovation, or
sustainability, business objectives provide a
roadmap for companies to thrive in a competitive
marketplace.
 Importance Business objectives
 business objectives provide a sense of purpose and
direction for the organization. They help to clarify
the company's goals and outline the steps needed to
achieve them. This clarity enables employees to work
towards a common goal, fostering a sense of unity
and cohesion within the organization. By aligning
the actions of everyone in the company towards a
common objective, business objectives ensure that
resources are used efficiently and effectively to drive
the company forward
 Types of objectives
 Economic objectives
 Social objectives
 Human objectives
 National objectives
 Global objectives
 Economics objectives
 Economic objectives are the goals set by individuals,
businesses, or governments to achieve financial
success and prosperity. These goals may vary
depending on the entity setting them, but they
commonly include increasing revenue, improving
efficiency, reducing costs, and creating a stable
economic environment. Achieving economic
objectives is essential for promoting growth, creating
jobs, and enhancing overall well-being in society.
 Social objectives
 Social objectives refer to the goals and aims that organizations
or individuals set to improve the wellbeing of society as a
whole. These objectives are focused on addressing social
issues, creating positive change, and promoting the welfare of
communities. Social objectives are crucial for building a fair
and inclusive society where everyone has access to
opportunities and resources.
 the main social objectives is to reduce poverty and inequality.
Poverty is a widespread issue that affects millions of people
around the world, denying them access to basic necessities
such as food, shelter, and healthcare. By setting social
objectives to reduce poverty, organizations can implement
programs and initiatives that provide assistance to those in
need, such as job training, education, and social welfare
programs. Additionally, addressing inequality is essential for
creating a more just society where everyone has an equal
 Human objectives:
Human objectives are focused on the well-being and
development of employees within a business. This
includes creating a positive work environment,
offering opportunities for growth and advancement,
and promoting work-life balance. By prioritizing
human objectives, businesses can foster employee
satisfaction and productivity, leading to a more
successful and sustainable organization.
 National objectives:
National objectives involve the impact that a
business has on the country in which it operates.
This includes contributing to the economy
through job creation, paying taxes, and
supporting local communities. Businesses that
align their objectives with national goals can
help stimulate economic growth, reduce
unemployment, and improve overall well-being
in society.
 Global obtjectives:
Global objectives refer to the role that businesses
play in the broader international context. This
includes promoting sustainability, ethical
practices, and diversity in their operations. By
embracing global objectives, businesses can help
address pressing global challenges such as
climate change, poverty, and inequality, and
contribute to a more just and sustainable world.
 planning
 Planning: is the function of management that involves
setting objectives and determining a course of action for
achieving those objectives or goals, Doing so helps guide
you and makes it more likely that you reach success,
which can be especially helpful if you're part of a
company's management team.

 Planning is a crucial aspect of any organization as it helps

in setting goals, defining strategies, and outlining the
steps that need to be taken to achieve those goals. By
creating a roadmap, planning ensures that all resources
are utilized efficiently and effectively, leading to better
decision-making and overall success. In this essay, we
will discuss the key features of planning and why it is
essential for the smooth functioning of any organization.
 the most prominent features of planning is goal
setting. It involves identifying and establishing specific
targets that the organization aims to achieve in the
short, medium, and long term. These goals provide a
clear direction for the organization and help in
focusing efforts towards achieving them. Without clear
goals, organizations may find themselves wandering
aimlessly without any sense of purpose or direction.
 Another important feature of planning is the
development of strategies. Once the goals are set, the
steps that need to be taken to reach those goals. This
involves analyzing the current situation, identifying
potential obstacles, and coming up with strategies to
overcome those obstacles. By creating a strategic plan,
organizations can anticipate challenges and proactively
address them, thus increasing the likelihood of success.
 feature of planning is flexibility. While planning
provides a roadmap for the organization, it is
essential to be flexible and adaptable to changing
circumstances. The business environment is
constantly evolving, and organizations need to be
able to adjust their plans accordingly. By being
flexible, organizations can respond to unexpected
challenges and opportunities, ensuring that they stay
on track towards their goals.
 Communication is also an important feature of
planning. Effective communication ensures that all
stakeholders are on the same page regarding the
organization's goals, strategies, and plans. By
keeping everyone informed and engaged,
organizations can ensure that everyone is working
 Formal planning and informal
planning
 Formal planning and informal planning are two
important aspects of the planning process that
organizations use to achieve their goals and
objectives. While both types of planning are critical
in decision-making and strategizing, they each have
their own distinct characteristics and purposes.
 Formal planning
 Formal planning is a structured and systematic
process that involves the development of
specific goals, objectives, and strategies to
achieve desired outcomes. This type of
planning is typically conducted by top-level
management and involves the use of formal
planning tools such as budgets, forecasts, and
timelines. Formal planning helps organizations
to clarify their direction, allocate resources
efficiently, and monitor progress towards their
goals.
 Advantages of Informal planning
 advantages of formal planning is that it
provides a clear framework for decision-
making and allows for better coordination and
alignment of efforts across different
departments and levels of the organization. By
establishing clear goals and objectives, formal
planning helps to create a sense of direction
and purpose within the organization,
motivating employees to work towards
common goals.
 Informal planning
 informal planning is a more flexible and
spontaneous approach to decision-making that
does not rely on formal processes or tools.
Informal planning often occurs at lower levels
of the organization and involves the use of
informal communication channels such as
meetings, conversations, and brainstorming
sessions. This type of planning allows for quick
responses to changing circumstances and
encourages creativity and innovation within the
organization for a significant amount of time.
 Advantages of informal planning
 advantages of informal planning is its ability to
adapt quickly to changing circumstances and
unforeseen events. By involving employees at
all levels of the organization in the planning
process, informal planning can tap into the
diverse perspectives and expertise of different
team members, leading to more creative and
effective solutions in a short amount of time.
 Short term planning
 Short-term planning involves setting goals and making decisions
that will influence the organization in the immediate future,
usually within a time frame of one to two years. It is focused on
the day-to-day operations of the organization and aims to
address immediate challenges and opportunities. Short-term
planning is crucial because it allows organizations to respond
quickly to changes in the external environment and make
necessary adjustments to achieve their goals. Short-term
planning involves a detailed analysis of current resources,
staffing needs, market trends, and financial forecasts to develop
strategies that will help the organization achieve its objectives
within the specified time frame. It requires careful coordination
and communication among various departments to ensure that
everyone is working towards the same goal. Short-term planning
is essential for maintaining the stability and growth of the
organization, as it allows for the timely identification and
resolution of issues that may arise.
 Long term planning
 long-term planning involves setting goals and
making decisions that will shape the organization's
future, usually over a time frame of three to five
years or more. Long-term planning is focused on the
strategic direction of the organization and aims to
ensure its long-term sustainability and growth. It
requires a comprehensive analysis of market trends,
competition, technological advancements, and other
external factors that may impact the organization in
the future.
 Levels of management
 Strategic planning:
Strategic planning is a critical process that
organizations undertake to set goals, establish
priorities, allocate resources, and ensure that all
members of the organization are working towards a
common vision. It is a systematic, disciplined
approach to determining the best course of action for
achieving long-term objectives and responding to
external challenges and opportunities.
 INTERMEDIATE PLANNING
 intermediate planning is a vital component of
achieving success in any endeavor. By breaking
down the overall goal into smaller, more manageable
tasks, individuals or organizations can create a clear
roadmap for how to reach their desired outcome.
This approach allows for flexibility, prioritization,
collaboration, and ultimately, success in the long run.
 Operational planning
 Operational planning is a key aspect of any
organization's success. It involves the development
and implementation of strategies to achieve the
company's goals and objectives in the most effective
and efficient manner. This type of planning is
essential for ensuring that the organization's day-to-
day activities run smoothly and that resources are
allocated in the most optimal way possible.
 Importance of planning
 reasons why planning is important is that it helps in
setting specific and measurable objectives. By clearly
defining what needs to be accomplished, individuals
or organizations can focus their efforts on achieving
those objectives. This clarity helps in motivating
individuals and teams to work towards a common
goal and increases the chances of success.
 Limitations of planning
 the main limitations of planning is the inability to
predict the future accurately. Despite our best efforts
to forecast trends and anticipate changes, there are
always uncertainties that can disrupt the best-laid
plans. Factors such as economic downturns,
technological advancements, and changes in
consumer behavior can all have a significant impact
on the success of a plan. This uncertainty can make it
challenging to develop a plan that is robust enough
to withstand unforeseen events.
 The meaning of strategy
 strategy is about making choices. It is about determining
what to prioritize, how to allocate resources, and how to
respond to changing circumstances. Strategy requires a
deep understanding of the environment in which one is
operating, whether it be a competitive market, a
battlefield, or one's own personal journey. By analyzing
the strengths and weaknesses of oneself and the
competition, one can develop a strategy that maximizes
strengths and exploits weaknesses.
 Strategy is not just about reacting to the present situation;
it also involves looking ahead and planning for the future.
A good strategy anticipates potential obstacles and
challenges, and prepares for them in advance. It involves
being flexible and adaptable, able to pivot and adjust
when necessary to stay on course toward one's goals.
 Meaning of Policy
 Policy is a set of rules, guidelines, and principles
established by an organization, government, or
individual to achieve specific objectives and
outcomes. It serves as a roadmap for decision-
making and defines the boundaries within which
actions are taken. Policies can range in scope from
broad, overarching principles to specific rules and
procedures. They are created in response to
identified needs or issues, and are designed to guide
behavior, support organizational goals, and manage
risk
 4 types of strategies
 Stability strategy
 Growth strategy
 Retrenchment strategy
 Combined strategy
 Stability strategy
 Stability strategy is a type of strategy that focuses on
maintaining the current business operations and
staying in the same market without making any
major changes. Organizations that adopt stability
strategy aim to keep their existing customers
satisfied and maintain their market share without
taking on any major risks. This strategy is often used
by companies in mature industries where there is
little room for growth or significant changes in the
market. By focusing on stability, organizations can
safeguard their current position and ensure steady
revenue streams.
 Growth strategy
 growth strategy is a type of strategy that aims to
expand the organization's market share, increase
revenue, and achieve higher profitability.
Organizations that adopt growth strategy are often
looking to enter new markets, introduce new
products or services, or acquire competitors to
expand their business operations. Growth strategy
requires a proactive approach and a willingness to
take risks in order to achieve long-term success. By
pursuing growth opportunities, organizations can
capitalize on their strengths and gain a competitive
advantage in the market.
 Retrenchment strategy
 Retrenchment strategy is a type of strategy that
involves cutting back on business operations,
reducing costs, and restructuring the organization in
order to improve efficiency and profitability.
Organizations that adopt retrenchment strategy are
often facing financial challenges, declining market
share, or other issues that require drastic action to
turn the business around. Retrenchment strategy
may involve downsizing, selling off non-core assets,
or exiting unprofitable markets in order to refocus
the organization on core activities and shore up its
financial position.
 Combined strategy
 combined strategy is a type of strategy that combines
elements of stability, growth, and retrenchment
strategies in order to achieve a balanced approach to
strategic planning. Organizations that adopt a
combined strategy may focus on maintaining their
current business operations while also pursuing
growth opportunities in certain areas and cutting
back in others. By combining different strategies,
organizations can adapt to changing market
conditions, mitigate risks, and capitalize on
opportunities to drive long-term success.
 there are several types of strategies that
organizations can adopt depending on their current
situation and future aspirations. Stability strategy
focuses on maintaining the status quo, growth
strategy aims to expand the business, retrenchment
strategy involves cutting back on operations, and
combined strategy combines elements of stability,
growth, and retrenchment strategies to achieve a
balanced approach to strategic planning. By carefully
considering these different types of strategies,
organizations can develop a comprehensive strategic
plan that will help them achieve their long-term
goals and objectives.
 Other types of strategies
 Competitive strategy
 Corporate strategy
 Business strategy
 Functional strategy
 Operating strategy
 Competitive strategy
 Competitive strategy is a plan or approach that a
company uses to gain a competitive advantage in the
market and outperform its competitors. This type of
strategy involves analyzing the strengths and
weaknesses of both the company and its competitors,
identifying opportunities and threats in the market,
and developing a plan to differentiate the company
from its competitors. Competitive strategy can
involve various tactics such as pricing strategies,
product differentiation, marketing campaigns, and
strategic partnerships. By implementing a
competitive strategy, a company can position itself as
a leader in the market and drive growth and
profitability
 Corporate strategy
 Corporate strategy is a high-level plan that defines
the overall direction and scope of a company. This
type of strategy addresses questions such as what
industries to operate in, what markets to target, what
products or services to offer, and how to allocate
resources across different business units. Corporate
strategy is typically developed by top-level
management and guides the company's long-term
vision and goals. By aligning all aspects of the
company with the corporate strategy, companies can
ensure that every decision and initiative contributes
to the overall success of the organization.
 Business strategy
 Business strategy is a plan that outlines how a
company will achieve its objectives within a specific
business unit or market segment. This type of
strategy focuses on the day-to-day operations of the
company, such as marketing, sales, operations, and
finance. Business strategy is developed based on an
analysis of the company's internal capabilities and
external market conditions, and aims to optimize
performance and achieve sustainable growth. By
implementing a strong business strategy, companies
can adapt to changing market conditions, respond to
customer needs, and drive profitability.
 Functional strategy
 Functional strategy is a plan that outlines how a
specific function or department within a company
will support the overall corporate and business
strategies. This type of strategy focuses on optimizing
the performance of a specific area of the company,
such as human resources, finance, operations, or
marketing. Functional strategy aligns the goals and
activities of the function with the broader objectives
of the organization, ensuring that resources are
allocated efficiently and effectively. By implementing
strong functional strategies, companies can improve
productivity, reduce costs, and drive innovation
within specific areas of the business.
 Operating strategy
 Operating strategy is a plan that outlines how a
company will manage its day-to-day operations and
deliver its products or services to customers. This
type of strategy focuses on optimizing the processes,
systems, and resources that support the core business
activities of the company. Operating strategy aims to
improve efficiency, reduce waste, and enhance the
customer experience through effective operational
management. By implementing a strong operating
strategy, companies can streamline their operations,
deliver high-quality products or services, and
achieve excellence in execution.
 Formulation of strategies
 Established quantitative goals
 Objective in context with divisional plans
 Forming quantitative goals
 Performance analysis
 Selection of strategy
 Established quantitative goals
 Established quantitative goals play a vital role in
driving divisional plans towards success. These goals
provide a clear roadmap for the organization,
outlining specific targets to be achieved within a
given time frame. By setting measurable objectives,
companies can track their progress and evaluate the
effectiveness of their strategies. In this essay, we will
discuss how quantitative goals are established in the
context of divisional plans, the process of forming
these goals, performance analysis, and the selection
of a suitable strategy to achieve them.
 Objective in context with divisional plans
 establishing quantitative goals is to align them with
the overall strategic objectives of the organization.
Divisional plans are developed based on the
company's overarching goals and direction. These
plans outline the specific actions and tactics to be
carried out by each division or department to
contribute towards achieving the company's strategic
vision. Quantitative goals provide a framework for
measuring the success of these divisional plans,
ensuring that they are in line with the organization's
overall objectives.
 Forming quantitative goals
 forming quantitative goals, it is essential to make
them specific, measurable, achievable, relevant, and
time-bound (SMART). This ensures that the goals are
clear and actionable, enabling managers to track
progress and make informed decisions. For example,
a sales division may set a quantitative goal to
increase revenue by 10% in the next quarter. This
goal is specific (10% revenue increase), measurable
(revenue can be easily tracked), achievable (based on
historical data and market trends), relevant (aligned
with the company's overall objectives), and time-
bound (within the next quarter).
 Performance analysis
 performance analysis becomes active in evaluating
progress towards these goals. Performance analysis
involves monitoring key metrics and KPIs to track
the division's performance and identify areas for
improvement. By regularly reviewing performance
data, managers can make informed decisions, adjust
strategies if necessary, and ensure that the division is
on track to achieve its quantitative goals.
 Selection of strategy
 The selection of a suitable strategy is another critical
aspect of achieving quantitative goals. Strategies
define the approach and actions to be taken to reach
the set objectives. Depending on the division's
strengths, weaknesses, opportunities, and threats,
different strategies may be employed. For example, a
marketing division could focus on expanding into
new markets, launching new products, or improving
customer retention to achieve its quantitative goal of
increasing market share.
 types of policies

 Organizational policies
 Functional policies
 Originated policies
 Appealed policies
 general policies
 specific policies
 Written policies
 Implied policies
 Supportive policies
 Minor policies
 Composite policies
 Organizational policies
 Organizational policies are essential guidelines that
dictate how an organization operates and functions.
These policies can be categorized into various types
based on their function, origin, appeal, specificity,
and formality.
 Functional policies
 Functional policies are those that are put in
place to ensure the smooth functioning of
different departments within an organization.
These policies outline the roles, responsibilities,
and procedures that each department must
adhere to in order to achieve organizational
goals.
 Originated policies
 Originated policies are policies that are
developed internally by the organization based
on its specific needs and requirements. These
policies are tailored to address the unique
challenges and opportunities that the
organization faces.
 Appealed policies
 Appealed policies are those that are brought
forth by employees or stakeholders who
disagree with existing policies. These policies
are subject to review and potential revision
based on the feedback and suggestions
provided by those who appeal against them.
 general policie
 General policies are overarching guidelines
that apply to the entire organization. These
policies set the tone for the organization's
culture, values, and ethics, and provide a
framework for decision-making at all levels
 specific policies
 Specific policies, on the other hand, are more
detailed guidelines that address specific issues
or areas within the organization. These policies
are designed to provide clear direction and
instructions on how to handle particular
situations or tasks.
 Written policies
 Written policies are policies that are
documented in written form and distributed to
all employees within the organization. These
policies serve as a reference point for
employees and help ensure consistency in how
rules and procedures are enforced.
 Implied policies
 Implied policies are unwritten guidelines that
are commonly understood and followed within
the organization. These policies are often based
on tradition, custom, or common sense, and
may not be formally documented.
 Supportive policies
 Supportive policies are those that are put in
place to facilitate and assist employees in
carrying out their responsibilities effectively.
These policies may include training programs,
resources, or tools that help employees perform
their duties
 Minor policies
 Minor policies are relatively less significant
guidelines that address minor issues or
procedures within the organization. These
policies are usually straightforward and do not
require extensive training or resources to
implement.
 Composite policies
 Composite policies are a combination of
different types of policies that address multiple
aspects of organizational functioning. These
policies are comprehensive in nature and
provide a holistic approach to managing
various aspects of the organization.
 DECISION MAKING Decision making is the process of
making choices by identifying a decision, gathering
information, and assessing alternative resolutions. Using a
step-by-step decision-making process can help you make
more deliberate, thoughtful decisions by organizing relevant
information and defining alternatives.

1. Established objectives
2. Classifying and prioritizing objectives
3. Developing selection criteria
4. Identifying alternatives
5. Evaluating alternatives against the selection criteria
6. Choosing the alternative that best satisfies the selection
criteria
7. Implementing the decision
 1. Established objectives
 The first step in the decision-making process is
establishing objectives. This involves
identifying what needs to be achieved or what
problem needs to be solved. By clearly
outlining the objectives, individuals can focus
their efforts and resources on achieving a
specific outcome.
 2. Classifying and prioritizing objectives

 Once objectives are established, the next step is

classifying and prioritizing them. This involves
determining which objectives are most
important and should be given the highest
priority. By prioritizing objectives, individuals
can ensure that their decisions align with their
overall goals and objectives.
 3. Developing selection criteria
 After objectives have been classified and
prioritized, the next step is developing
selection criteria. Selection criteria are the
factors that will be used to evaluate alternatives
and determine the best course of action. By
establishing clear selection criteria, individuals
can make more informed decisions based on
relevant and objective factors.
 4. Identifying alternatives
 The fourth step in the decision-making process
is identifying alternatives. This involves
generating a list of possible solutions or
courses of action that could help achieve the
objectives. By considering a variety of
alternatives, individuals can explore different
options and make more informed decisions.
5. Evaluating alternatives against the selection
criteria

 Once alternatives have been identified, the next

step is evaluating them against the selection
criteria. This involves assessing each
alternative based on how well it aligns with the
established criteria. By carefully evaluating
each alternative, individuals can determine
which option is the most suitable and likely to
lead to a successful outcome.
6. Choosing the alternative that best satisfies
the selection criteria
 After evaluating alternatives, the next step is
choosing the alternative that best satisfies the
selection criteria. This involves selecting the
option that is most likely to achieve the
objectives and provide the desired outcomes.
By choosing the best alternative, individuals
can make decisions that are well-informed and
based on objective criteria.
 7. Implementing the decision
 The final step in the decision-making process is
implementing the decision. This involves
putting the chosen alternative into action and
following through with the decision-making
process. By effectively implementing the
decision, individuals can ensure that the
desired outcomes are achieved and that the
objectives are met.
 Thank you
group 3 report