CASE STUDY

Mr. Ravinder Rao is a B.E. in Computer Science from the Regional Engineering College, Surathkal and is working as a Project Manager in Mangala Tech., a leading software company in India. Mr. Rao was an all-rounder, who did exceedingly well in his studies as well as other extracurricular activities. Though he secured admission for MBA at Manipal Institute of Management, due to financial constraints he discontinued his studies and joined Mangala Tech. He proved to be good in his job and within a short period of 5 years rose to the position of Project Manager.

Gradually Mr. Rao began to feel dissatisfied with the work environment in general and his own work in particular. He wanted to get an MBA degree and as his desire remained unfulfilled, he was feeling quite restless. His friends appreciated his feelings and suggested that he should meet his boss Mr. S. S. Pai and discuss the matter with him. Mr. Rao then approached Mr. Pai and asked him to sanction study leave for two years. Mr. Pai was not helpful and discouraged Mr. Rao by saying that for a talented person like Mr. Rao, a MBA degree would make no difference and moreover, the company had no such policies of granting study leave. After about a month Mr. Ravindra Rao put in his resignation.

Read and analyze the above case, on the basis of your individual analysis answer the following questions:

1. Critically analyze the attitude and action of Mr. Ravinder Rao.

Ans: Basically Mr Ravinder Rao was an all-rounder, who did exceedingly well in his studies as well as other extracurricular activities. With in a short period of 5 years by his good job and hard work he rose to the position of Project Manager.

But when we are to discuss about his attitude , first and the foremost thing what we see his unsteady mind. Because, even though he was studying well, he discontinued his studies showing his financial crisis. But after joining in an organization, he decided to resign his job and again go for studies.

A man rather a human being should first set goals in his life and then should work hard to achieve his goal. When a goal is fixed then only we can plan our life accordingly and take necessary actions to proceed step by step to achieve these goals. But Mr.Rao seems have got no specific goals.

When he was studying, he wanted to go for job to rid over his financial crises. But when he was an employment, gradually he lost his interest even though it is mainly because of dissatisfied working environment.

If he is proceeding towards some goal, then he will not resign his job in order to continue his studies. He can as well selected or carried out studies by continuing his employment itself by doing as a part time course .

Therefore, after analyzing the attitude and action, Mr. Rao seems to be an unsteady minded human being.

2. If you were Mr. S. S. Pai what advice would you give Mr.Rao and why ?

Ans: If I was Mr. S S. Pai , I would have advised him to proceed his studies and go for MBA degree . Because, he is very good in his studies also apart from doing good job. So an Organization should also give due care on the career development of his employees.

I would have never at least discouraged Mr. Rao by saying that for a talented person like Mr. Rao, a MBA degree would make no difference.

Rather, I would have explained him the company policy of not granting any study leave but could have helped by way of giving some education advance which can be deducted from his monthly installments over the period of certain years. This is mainly to reduce his financial burden as it is one of the constraints for him to discontinue his studies.

I would have also suggested him not to go for resignation as he will totally be handicapped if he desires to go for full time degree course. I would have suggested him to take MBA degree course as a part time course, so that he works to earn money and studies to acquire more knowledge and obtain qualification.

Enumerate the sources of Power in Organizations

The concept of human societies and human organizations entails the concept of power in a wide range of interpretations. Power is seen as the ability to influence, an ability to affect, an ability to mobilize, a capacity to exert influence, the ability to employ sanctions and so on. There is a range of definitions that the meaning of power, influence control, domination, and authority are not sharply cut off from one another. (Pheby, 2004)

Power in organisations is classically represented by Weber (1947) and is directly concerned with hierarchy or structure and legitimacy. At times of change however, illegitimate power is recognised as of considerable significance. ‘Insiders are not always obedient’ Minzberg (1983).

One of the major theories of power, exchange theory, has as its central assertion in the exchange theory as it appears in economics and has been the notion of the market that is called catallaxy. A catallaxy is a market order without planned ends, characterized by the ‘spontaneous order’ which emerges when individuals pursue their own ends within a framework set by law and tradition. (Hayek, 1982) In a broader organisational context, emphasis on the interpersonal relationships between manager and subordinates or leader and followers can offer an insight into the complicity of power and organisation. The figure shows the sources of power in an organisation and the effects of the Exchange Theory.

Reward Power is an individual’s ability to influence others’ behaviour by rewarding their desirable behaviour. Coercive Power is an individual’s ability to influence others’ behaviour by means of punishment for undesirable behaviour. Legitimate Power most frequently refers to the manager’s ability to influence subordinates’ behaviour because of the manager’s position in the organisation hierarchy. Expert Power is an individual’s ability to influence others’ behaviour because of skills, talents or specialised knowledge possessed by the individual. Referent Power is an individual’s ability to influence others’ behaviour as a result of being liked or admired.

The hierarchical relationship between manager and subordinate is not the only dimension of power in an organisation. Power can exist from situations created from the design of the organisation, the type of departmental structure, the opportunity to influence, access to powerful individuals and critical resources. In general, structural and situational sources of power are created by the division of labour and departmentalisation, which naturally result in unequal access to information, resources, decision-making, and other individuals and groups. Knowledge as power means that individuals, groups or departments that possess knowledge crucial to attaining or meeting the organisational goals have power. Resources as power suggest that groups or departments or individuals who can provide critical or difficult to obtain resources acquire power in the organisation. Decision making as power means that individuals or groups acquire power to the extend that they can affect some part of the decision making process. Networks as power imply that various affiliations and coalitions, both inside and outside the organisation, represent sources of power.

It may be argued that users of technology gain power themselves due to a lack of technological training amongst more senior members of the organisation but it is in the information, not the technology that power lies. The use of technological know-how to misrepresent or manipulate data will inevitably be exposed and the use of standard software packages and ‘open systems’ reduces the chance to possess unique knowledge.

Elaborate on different types of Groups

Groups can be either formal or informal.

1. Formal Groups:

A designated work group defined by the organization’s structure. A formal group is set up by the organization to carry out work in support of the organization’s goals. In formal groups, the behaviours that one should engage in are stipulated by – and directed toward – organizational goals. Examples include a book-keeping department, an executive committee, and a product development team. Formal groups may be command groups or task groups.

• Command Group: A command group consists of a manager and the employees who report to him or her. Thus, it is defined in terms of the organization’s hierarchy. Membership in the group arises from each employee’s position on the organizational chart.
• Task Group: A task group is made up of employees who work together to complete a particular task or project. A task group’s boundaries are not limited to its immediate hierarchical superior. It can cross command relationships. An employee’s membership in the group arises from the responsibilities delegated to the employee – that is, the employee’s responsibility to carry out particular activities. Task group may be temporary with an established life span, or they may be open ended.

• Committee: A group of people officially delegated to perform a function, such as investigation, considering, reporting, or acting on a matter. Committee, one or more persons appointed or elected to consider report on, or take action on a particular matter. It investigates analyses and debates the problem and makes recommendation. Committee usually has their own Committee member comprising of advisory authority, secretary and others. Recommendation is sent to the authority that is responsible for implementing them.

2. Informal Groups:

An organization’s informal groups are the groups that evolve to meet social of affiliation needs by bringing people together based on shared interests or friendship. Thus, informal groups are alliances that are neither formally structured nor organizationally determined. These groups are natural formations in the work environment that appear in response to the need for social contact. Many factors explain why people are attracted to one another every day, they are likely to form friendships. That likelihood is even greater when people also share similar attitudes, personalities, or economic status.

• Friendship Groups: Groups often developed because the individual members have one or more common characteristics. We call these formations “Friendship groups”. Social alliances, which frequently extend outside the work situation, can be based on similar age, same political view, attended the same college, etc.

• Interest Groups: people who may or may not be aligned into common command or task groups may affiliate to attain a specific objective with which each is concerned. This is an interest group.

• Reference Groups: Sometimes, people use a group as a basis for comparison in making decisions or forming opinions. When a group is used in this way. It is a reference group. Employees have reference group inside or outside the organization where they work. For most people, the family is the most important reference groups. Other important reference groups typically include co-workers, friends, and members of the person’s religious organization. The employee need not admire a group for it to serve as a reference group. Some reference groups serve as a negative reference; the employee tries to be unlike members of these groups.

3. Stages of Group Development: In interpreting behaviour of a particular group, it is important to recognize not only a broad pattern of development but also the unique characteristics of the particular group and the circumstances that contribute to (or detract from) its development. The way in which a particular group develops, depends in part on such variables as the frequency with which group members interact and personal characteristics of group members. However, it is generally believed that groups pass through a standard sequence of five stages.

Define Motivation. Describe Hertzberg’s Two-factor theory of Motivation.

Hertzberg’s theory explains the motivational factors and the hygiene factors which affect directly and indirectly to workers performance. According to this theory the motivational factors were identified as responsibility, achievement, and the work itself. When these factors are present, they lead to superior performance and provide job satisfaction the workers.

In this case the workers are affected by the both factors. The motivational measure or the appreciation methods followed by the company was not satisfactory to the workers, as even the inexperienced workers stared to enjoy all the benefits which should have been facilitated to the trained/experienced workers. Experienced workers feel that their experience and knowledge were not accepted or appreciated by the management and their performance was always evaluated with the new untrained workers. This created a negative mind set and their productivity affected adversely thus the firm is facing the critical situation. The management should implement good reward or appreciation plans based on better performance to motivate the workers and this will result in better productivity as well.

Hygiene Factors:

Hygiene factors represent the need to avoid pain in the environment. They are not an intrinsic part of a job, but they are related to the condition under which job is performed. They are associated with negative feelings. They must be viewed as preventive measures that remove sources of dissatisfaction from environment.

Motivators:

Motivators are associated with positive feelings of employee about the job. They make people satisfied with their job. Motivators are necessary to keep job satisfaction and job performance high. On the other hand, if they are not present they do not prove highly satisfying. Motivational Factors or satisfiers are directly related to job content itself, the individual performance of it, its responsibilities and the growth and recognition obtained from it. Motivators are intrinsic to the job.

Define Perception. Interpret the various barriers to Perception

perceiving and interpreting what others do is burdensome. As a result, individuals develop techniques for making the task more manageable. These techniques are not foolproof. Several factors lead us to form inaccurate impressions of others. These barriers to perception are inaccurate impressions of others. These barriers to perception are:

Selective Perception: we receive a vast amount of information. Therefore, it is impossible for us to assimilate everything we see – only certain stimuli can be taken note of. That is why; the boss may reprimand some employees for doing something that – when done by another employee – goes unnoticed. Since we can have observed everything going on about us, we engage in selective perception.

Selective perception is also out tendency to choose information that supports our viewpoints; individuals often ignore information that makes them feel uncomfortable.

Selective perception allow us to “Speed –read” others, but not without the risk of drawing an inaccurate picture. Because we see what we want to see, we can draw unwarranted conclusions from an ambiguous situation. Our perception tends to be influenced more by an individual’s attitudes, interests, and background than by the stimulus itself.

1. Stereotype:

A stereotype is a generalization about a group of people. When we judge someone on the basis of our perception of the group to which he or she belongs, we are using the shortcut called stereotyping. Stereotypes reduce information about other people to a workable level, and they are efficient for compiling and using information. It is a means of simplifying a complex world and it permits us to maintain consistency. It is less difficult to deal with an unmanageable number of stimuli if we use stereotypes. Stereotypes can be accurate, and when they are accurate, they can be useful perceptual guidelines. However, most of the time, stereotypes are inaccurate.

2. Halo Effect:

The halo error in perception is very similar to stereotyping. In stereotyping the person is perceived according to a single category whereas under the halo effect the person is perceived on the basis of one trait.

3. First-impression error:

Individuals place a good deal of importance on first impressions. First impressions are lasting impressions. We tend to remember what we perceive firs about a person, and sometimes we are quite reluctant to change out initial impressions. First-impression error means the tendency to form lasting opinions about an individual based on initial perceptions. Primacy effects can be particularly dangerous in interviews, given that we form first impressions quickly and that these impressions may be the basis for long-term employment relationships.

4. Projection:

It is easy to judge others if we assume they are similar to us. This tendency to attribute one’s characteristics to other people is called projection. Projection can distort perceptions made about others. People who engage in projection tend to perceive others according to what they are like, rather than according to what the person being observed is really like. When managers engage in projection, they compromise their ability to respond to individual differences. They tend to see people as more homogeneous than they really are.

5. Self-Fulfilling prophecies:

Self-fulfilling prophecies are situations in which our expectations about people affect our interaction with them in such a way that our expectations are fulfilled. Self-fulfilling prophecy is also known as the Pygmalion effect, named after a sculptor in Greek mythology who carved a statue of a girl that came to life when he prayed for this boon and it was granted.

The Pygmalion effect has been observed in work organizations as well. A manager’s expectations of an individual affect both the manager’s behaviour toward the individual and the individual’s response. For example, suppose a manager has an initial impression of an employee as having the potential to move up within the organization. Chances are that the manager will spend a great deal of time coaching and counseling the employee, providing challenging assignments and grooming the individual for success.

. Explain the motivational problem in this case by relating it to Herzberg's theory.

Herzberg developed a theory of motivation on the premise that human nature has two separate elements - The motivators and maintenance factors. According to this theory of motivation the items that determine job content are considered motivation factors e.g. Achievement, recognition, responsibility, advancement and the work itself. The elements that influence the job context are the hygiene or maintenance factors e.g. company policy, salary, interpersonal relations, working conditions etc. They must be adequate and if they are absent or inadequate, they will create dissatisfaction.

Hygiene Factors:

Hygiene factors represent the need to avoid pain in the environment. They are not an intrinsic part of a job, but they are related to the condition under which job is performed. They are associated with negative feelings. They must be viewed as preventive measures that remove sources of dissatisfaction from environment.

Motivators:

Motivators are associated with positive feelings of employee about the job. They make people satisfied with their job. Motivators are necessary to keep job satisfaction and job performance high. On the other hand, if they are not present they do not prove highly satisfying. Motivational Factors or satisfiers are directly related to job content itself, the individual performance of it, its responsibilities and the growth and recognition obtained from it. Motivators are intrinsic to the job.

2. Analyze the problem in depth and find out a solution to the problem.

Ans: There is a need of a sound system of motivation to make the workers put forth their best efforts. A sound system of motivation should have the following essential features.

1. It should satisfy the needs and objective of both organization and employees.

2. Motivational system should change with the changes in the situation.

3. Jobs should be designed in such a way as to provide challenges and variety.

4. Managers should recruit the active co-operation of subordinates in improving the organization's output. Subordinates should be made to realize that they are stakeholders in the organization.

5. The motivation system should satisfy the different needs of employees. It should be directly related to the efforts of the employee.

6. The motivational system should be simple so that they simply understood the system.

3. If you were the HR Manager how would you motivate the employees so they work better?

Ans: Several factors influence human behavior. There are numerous drives and needs which can act as good motivators moving people to work and getting things done through them as per the plan. People respond to physiological needs, social needs and egoistic needs. Human needs and desire are the doorways through which the manager channelizes his motivation efforts. There are three types of motivational programmers to improve a person’s behavior towards his job. These are

• Pay incentive plans
• Job enrichment and
• Management by objective

There are four important factors governing employee response to the measures of motivation.

1. The intensity or urge of the Drive.

2. Past Experience - can he rely upon the promise given by the boss.
3. Amount of Reward - The quantity and quality of the reward can influence the amount of extra effort put forth by employee.

Time Relationship of Response to Reward - Long range promises are less effective than immediate fulfillment.

Define personality. Elucidate trait theory

Different psychologists defined the term personality in different ways. We can define personality as a relatively stable set of characteristics that influence an individual’s behavior. In other words, personality can be defined as the sum total of ways in which an individual react and interact with others.

Trait Theory:

Over the time, researches have developed a number of personality theories and no theory is complete itself. We can conventionally group these theories in to five heads:- Intrapsychic theory, Type theories , trait theories, self theory.

According to trait theory, all individuals have some traits, which help to develop their personality. We can summarize these traits in to five heads.

Openness to experience:

These types of people are imaginative, creative and conventional. They are open to experiment new ideas, and adventurous things.

Conscientiousness:

These type of traits a have a tendency to show self discipline, aim for achievement, and planned behavior rather than spontaneous behavior. Conscientiousness concerns the way in which we control regulate and impulse our controls. There are several advantages for this type of behavior as they positively regarded by others as intelligent and reliable.

Extraversion:

Extraversion includes Energy, urgency and tendency to seek stimulation and the company of others. Extraverts enjoy being with people, they are full of energy, and often experience positive emotions. They tend to be enthusiastic and action oriented individuals.

Introverts tend to be quiet, low-key and less dependent on social world. Their lack of social involvement should not be interpreted as shyness or depression.

Agreeableness:

This includes a tendency to be compassionate and cooperative rather than suspicious and antagonistic towards others. This type of individuals prefers to getting along with others, they are friendly, generous, helpful and willing to compromise their interest with others. These types of people generally have an optimistic view of human nature.

Draw back of agreeableness nature is that, it is not useful in a situation that requires tough or absolute objective decisions.

Neuroticism:

This is a tendency to experience unpleasant emotions easily such as anger, anxiety etc. We can call this as depression or emotional instability. These types of individuals are emotionally reactive. They get easily upset with the emotional events that would not affect most people and their reactions tend to be more intense than others. These negative reactions tend to be persisting for long period of time; as a result they would be in a bad mood often.

This negative emotional reaction diminishes their ability to think clearly, make decisions and cope with stress situations.

Case Study

Ashish shah is the Managing Director of Sai Furnitures a medium sized house hold furniture manufacturing firm in Manipal. He holds a Bachelors Degree in engineering and a Masters Degree in management. He has been managing the company from its inception in 1982. For more than two decades, the company is doing reasonable well.

Of late, Mr. Shah has noticed that the workers are not working to their full potential. It is a well-known fact that they filled their days with unnecessary and unproductive activities and worked only for the sake of wages. About a year back, the situation has become quite alarming as the organisation began to crumble under the weight of uneconomical effort. The situation demanded prompt remedial measure to check the detrimental trend that was noticed in the last year. Mr. Shah knew very well that the only way to progress and prosper is to motivate workers to peak performance through various incentive plans.

Mr. Shah summoned the HR Manager and enquired – What is the problem with the workers? We pay the highest in the industry. Our working conditions are excellent. Our fringe benefits are the best in the industry. Still the workers are not motivated. Find out what the workers really want? Unless productivity increases we are doomed. The HR Manager made a detailed investigation and comes out with the following reply – The wages, fringe benefits and working conditions are not enough. Other things are equally important. I have found out from the workers that work and efficiency go unnoticed and unrewarded in the company. The promotions and benefit plans are tied to the length of service. Even unproductive workers enjoy all the benefits in the organisation, which in fact, according to the workers, should go only to those who work hard. As a result more and more workers are joining the bandwagon of non-performers. This has become quite alarming as workers refuse to perform.

Compare Classical Conditioning theory versus Operant Conditioning theory

Classical Conditioning Theory:

Classical conditioning is one of the simplest forms of learning, yet it has a powerful effect on our attitudes, likes and dislikes, and emotional responses. We have all learned to respond in specific ways to a variety of words and symbols. Our lives are profoundly influenced by associations we learn through classical conditioning. Ivan Pavlov’s research on the conditioned reflex in dogs revealed much of what we know about the principles of classical conditioning.

Classical conditioning of Pavlov: Ivan Pavlov (1949 – 1936) organized and directed research in physiology at the institute of experimental medicine in St. Petersburg, Russia from 1891 until his death in 1936. His book “Conditioned Reflexes” is one of the classic works in psychology.

Classical conditioning is modifying behavior so that a conditions stimulus is paired with an unconditioned stimulus and elicits an unconditioned behavior. Ivan Pavlov, a Russian psychologist developed classical conditioning theory based on his experiments to teach a dog to salivate in response to the ringing of a bell. When Pavlov presented meat to the dog, he noticed a great deal of salivation. But, when merely bell was rung, no salivation was noticed in the dog. What Pavlov did next was to link the meat and the ringing of the bell. He did this several times. Afterwards, he merely rang the bell without presenting the meat. Now, the dog began to salivate as soon as the bell rang. After a while, the dog would salivate merely at the sound of the bell, even if no meat were presented. In effect, the dog had learned to respond, i.e., to salivate at the sound of bell, since it was conditioned to link the sound of the bell with the offering of meat.

Classical conditioning introduces a simple cause-and-effect relationship between one stimulus and response. It also makes the response reflective or involuntary after the stimulus-response relationship has been established. This leaves no ground for making choices, which factor differentiates human beings from dogs. Under certain situations, classical conditioning does explain human behaviour. For examples, if a student is always reprimanded by his principles office, he may become nervous whenever asked to come to the principal’s office because of this association.

Operant Conditioning theory:

Operant Conditioning theory argues that Behaviour is a function of its consequences. People learn to behave to get something they want or avoid something they don’t want. Operant behaviors mean voluntary or learned behaviour in contrast to reflexive or unlearned behaviour. The tendency to repeat such behaviour is influenced by the reinforcement or lack of reinforcement brought about by the consequences of the behaviour. Reinforcement therefore strengthens behaviour and increases the likelihood that it will be repeated.

What Pavlov did for classical conditioning, the Harvard psychologist B. F. Skinner did for operant conditioning.

Operant conditioning induces a voluntary change in behavior and learning occurs as a “Consequence” of such change. It is also known as reinforcement theory and it suggests that behaviour is a function of its consequences. It is b based upon the premise that behaviour of job performance is not a function of inner thought, feeling, emotions or perceptions but is keyed to the nature of the outcome of such behaviour. The consequences of a given behaviour would determine whether the same behaviour is likely to occur in future or not. Based upon this direct relationship between the consequences and behaviour the management can study and identify this relationship and try to modify and control behaviour. Thus, the behaviour can be controlled by manipulating its consequences. This relationship is built around two principles;

• The behaviour that results in positive rewards tends to be repeated and behaviour with negative consequences tends not to be repeated.
• Based upon such consequences, the behaviour can be predicted and controlled.

Elaborate the functions of Management

Management comprises directing and controlling a group of one or more people or entities for the purpose of coordinating and harmonizing them towards accomplishing a goal. Management often encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources. Management can also refer to the person or people who perform the act(s) of management.

• 1 Management functions:
• 1.1 Different levels of management
• 1.1.1 Top-level management
• 1.1.2 Middle management
• 1.1.3 Lower management
• 1.2 Formation of the business policy
• 1.2.1 How to implement policies and strategies
• 1.2.2 The development of policies and strategies
• 1.2.3 Where policies and strategies fit into the planning process
• 1.3 Basic elements of management

Management functions:

1.1 Different levels of management

Top-level management

• Top-level managers require an extensive knowledge of management roles and skills.
• They have to be very aware of external factors such as markets.
• Their decisions are generally of a long-term nature.
• They are responsible for strategic decisions.
• They have to chalk out the plan and see that plan may be effective in future.

Middle management

• Mid-level managers have a specialised understanding of certain managerial tasks.
• They are responsible for and carrying out the decisions made by top-level management.
• They are responsible for tactical decisions.

Lower management

• This level of management ensures that the decisions and plans taken by the other two are carried out.
• Lower-level managers' decisions are generally short-term ones.

1.2 Formation of the business policy:

• The mission of the business is its most obvious purpose -- which may be, for example, to make soap.
• The objective of the business refers to the ends or activity at which a certain task is aimed.
• The business's policy is a guide that stipulates rules, regulations and objectives, and may be used in the managers' decision-making. It must be flexible and easily interpreted and understood by all employees.
• The business's strategy refers to the plan of action that it is going to take, as well as the resources that it will be using, to achieve its mission and objectives. It is a guideline to managers, stipulating how they ought to use best the factors of production to the business's advantage. Initially, it could help the managers decide on what type of business they want to form.

How to implement policies and strategies

• All policies and strategies must be discussed with all managerial personnel and staff.
• Managers must understand where and how they can implement their policies and strategies.
• A plan of action must be devised for each department.
• Policies and strategies must be reviewed regularly.
• Contingency plans must be devised in case the environment changes.
• Assessments of progress ought to be carried out regularly by top-level managers.
• A good environment is required within the business.

The development of policies and strategies

• The missions, objectives, strengths and weaknesses of each department must be analysed to determine their roles in achieving the business's mission.
• The forecasting method develops a reliable picture of the business's future environment.
• A planning unit must be created to ensure that all plans are consistent and that policies and strategies are aimed at achieving the same mission and objectives.
• Contingency plans must be developed, just in case.

All policies must be discussed with all managerial personnel and staff that is required in the execution of any departmental policy.

Where policies and strategies fit into the planning process

• They give mid- and lower-level managers a good idea of the future plans for each department.
• A framework is created whereby plans and decisions are made.
• Management is may cause good affect to people who are good in planning and making their business move fast.

Mid- and lower-level management may add their own plans to the business's strategic ones.

1.3 Basic elements of management:

Management operates through various functions, often classified as planning, organizing, leading/motivating and controlling.

• Planning: deciding what needs to happen in the future (today, next week, next month, next year, over the next five years, etc.) and generating plans for action.
• Organizing: making optimum use of the resources required to enable the successful carrying out of plans.
• Leading/Motivating: exhibiting skills in these areas for getting others to play an effective part in achieving plans.
• Controlling: monitoring -- checking progress against plans, which may need modification based on feedback.