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Showing posts with label Principles of Management. Show all posts
Showing posts with label Principles of Management. Show all posts
January 14, 2026
November 24, 2025
Departmentation in Organizations - Review Notes
Principles of Management Revision/Review Articles - List
This simple-numbers method of departmentizing is useful to place undifferentiated persons under supervisors for managing them.
Henri Fayol identified technical, commercial, accounting, financial, security as five important activities and he added management as the sixth activities. Departments in organizations can be created based on the functions carried out by organizations. While functional departments are created under CEO, each functional department is further divided as needed into derivative functional departments to facilitate management following the span of control principle.
Departmentation by territory or geography is a commonly used method for physically dispersed enterprises. Sales departments used this method and Internal Revenue Service uses this method.
The special and widely varied needs of customers for clearly defined service impel suppliers to departmentize on this basis.
In production function, this basis of departmentation is used.
The grouping of activities on the basis of product or product lines is steadily growing in importance in multiline large scale-enterprises.
Matrix organization combines functional and project or product patterns in the same organization structure. In this structure, there are functional departments which have a functional manager, but members of the department are deputed to various projects or product groups. This form is common in engineering and research and development organizations or departments.
SBUs are distinct businesses set up as units in a larger company to ensure that certain products or product lines are promoted and handled as though each were an independent business. To be called an SBU, the business unit must have its own mission, definable groupsof competition, have an integrated plan and budget, and manage its own resources in key areas. Each SBU is entrusted to a manager with the responsibility of guiding and promoting the product from the research laboratory through product engineering, market research, production, packaging, marketing, and he is responsible for the profit of the SBU.
While each form has its advantages and disadvantages, managers have to select the department for the situation based on the jobs to be done, ways in which it is done, the people involved and their personalities etc.
The authors mentioned cases where different departments in an organization are organized in various forms. Even within a functional department like marketing, some activities may have territory based departmentation and some may have customer category departmentation.
Updated 24.11.2025, 3 May 2019, 2 Feb 2015, 6 Jan 2014, 12 Dec 2011
MBA Core Management Knowledge - One Year Revision Schedule
Departmentation by numbers
This simple-numbers method of departmentizing is useful to place undifferentiated persons under supervisors for managing them.
Departmentation by enterprise function
Henri Fayol identified technical, commercial, accounting, financial, security as five important activities and he added management as the sixth activities. Departments in organizations can be created based on the functions carried out by organizations. While functional departments are created under CEO, each functional department is further divided as needed into derivative functional departments to facilitate management following the span of control principle.
Departmentation by territory or geography
Departmentation by territory or geography is a commonly used method for physically dispersed enterprises. Sales departments used this method and Internal Revenue Service uses this method.
Departmentation by customer categories
The special and widely varied needs of customers for clearly defined service impel suppliers to departmentize on this basis.
Departmentation by process or equipment
In production function, this basis of departmentation is used.
Departmentation by product
The grouping of activities on the basis of product or product lines is steadily growing in importance in multiline large scale-enterprises.
Matrix organization
Matrix organization combines functional and project or product patterns in the same organization structure. In this structure, there are functional departments which have a functional manager, but members of the department are deputed to various projects or product groups. This form is common in engineering and research and development organizations or departments.
Strategic business units (SBUs)
SBUs are distinct businesses set up as units in a larger company to ensure that certain products or product lines are promoted and handled as though each were an independent business. To be called an SBU, the business unit must have its own mission, definable groupsof competition, have an integrated plan and budget, and manage its own resources in key areas. Each SBU is entrusted to a manager with the responsibility of guiding and promoting the product from the research laboratory through product engineering, market research, production, packaging, marketing, and he is responsible for the profit of the SBU.
While each form has its advantages and disadvantages, managers have to select the department for the situation based on the jobs to be done, ways in which it is done, the people involved and their personalities etc.
Mixing Types of Departmentation
The authors mentioned cases where different departments in an organization are organized in various forms. Even within a functional department like marketing, some activities may have territory based departmentation and some may have customer category departmentation.
Updated 24.11.2025, 3 May 2019, 2 Feb 2015, 6 Jan 2014, 12 Dec 2011
MBA Core Management Knowledge - One Year Revision Schedule
A criticism of Matrix Organization - Tom Peters - 1979
https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/beyond-the-matrix-organization
July 6, 2025
Principles of Management – Koontz and O’Donnell
April 2017
By studying and writing on Principles of Management, I became the original author of Principles of Industrial Engineering, a Management Subject with foundation in engineering. It is a very popular online article on industrial engineering.
Basic and Detailed Principles of Industrial Engineering
Cost of Ignorance is Square of Cost Quality. - Narayana Rao.
July 2025 - IEKC Industrial Engineering Self-study Online Course Lessons
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Principles of Management Revision Article Series
Planning, Organizing, Staffing, Leading and Controlling - Functions of Management.
Harold Koontz and Cyril O’Donnell, in their book, Principles of Management: An Analysis of Managerial Functions, clearly described the principles to be used in performing various functions of management.
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Harold Koontz and Cyril O’Donnell, in their book, Principles of Management: An Analysis of Managerial Functions, clearly described the principles to be used in performing various functions of management.
Managers have to set in a procedure to revise these principles periodically so that they can recollect the relevant principles when performing the managerial tasks and explicitly consider the relevance and application of these principles in their practice.
Many of us use them implicitly. But a professionally educated and trained manager must use them explicitly. He has to ensure that these principles are applied and if any exceptional situation is there, managers should ignore the principles consciously and be clear in their mind they chose not to use them due to the exceptional nature of the situation.
The need for Principles of Management
To Increase Efficiency
To Crystallize the Nature of Management
To Improve Research
To Attain Social Goals
Video - Principles of Management - Koontz and O'Donnell - Quick Review
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Principles of Planning
Related to Purpose and nature
Principle of contribution to objectives
Every plan has to contribute positively toward the accomplishment of enterprise objectives.
Principle of efficiency of plans
Efficiency is measured by the contribution of the plan to objectives of the enterprise minus the costs and unsought for consequences in formulating and implementing the plan.
Principle of primacy of planning
Planning is the primary prerequisite for all other functions of management. Every action of the manager follows a planning step.
Principles Applicable to Structure of plans
Principle of planning premises
If more people in an organization use common and consistent planning premises, the enterprise planning will be more coordinated.
Principle of policy framework
If more policies, appropriate to the organization, are expressed in clear terms and form and if managers understand them, the plans of the enterprise will be more consistent.
Principle of timing
If plans are structured to provide a network of derivatives plans in sequence, there will be more effectiveness in attainment of enterprise objectives.
Principles Applicable to Process of Planning
Principle of alternatives
Select the plan which is the most effective and the most efficient to the attainment of a desired goal.
Principle of limiting factor
Consider limiting factor in generating alternatives and selection from alternatives.
The commitment Principle
Planning can cover a period over which commitment of resources can be clearly visualized.
The flexibility Principle
Building flexibility in planning is beneficial, but cost of building flexibility needs to be evaluated against the benefits.
The Principle of navigational change
Manager needs to periodically check events of the plan and redraw plans to maintain the move toward a desired goal.
Principle of competitive strategies
In a competitive arena, it is important to choose plans in the light of what competitor will or will not do and navigate based on what competitors are doing or not doing.
Principles of Organizing
Principles in Relation to Purpose
Principle of unity of objectives
An organization structure is effective if it as a whole, and every part of it, make possible accomplishment of individuals in contributing toward the attainment of enterprise objectives.
Principle of efficiency
An organization or organization structure is efficient if it is structured to make possible accomplishment of enterprise objectives by people with minimum unsought consequences or costs.
Principles Related to the Cause of Organizing
Span of management Principle
There is a limit at each managerial position on the number of persons an individual can effectively manage. But this number is not a fixed number and it will vary in accordance with underlying variables of the situation.
Principles in Developing the Structure of Organization
The scalar Principle
The more clear the line of authority from the ultimate authority for management in an enterprise (CEO) to every subordinate position, the more effective will be decision making and organization communication at various levels in the organization.
Principle of delegation
Authority is a tool for managing to contribute to enterprise objectives. Hence authority delegated to an individual manager should be adequate to assure his ability to accomplish results expected of him.
Principle of responsibility
The responsibility of the subordinate to his superior for authority received by delegation is absolute, and no superior can escape responsibility for the activities of his subordinate to whom he in turn has delegated authority.
Principle of parity of authority and responsibility
The responsibility exacted for actions taken under authority delegated cannot be greater than that implied by the authority delegated, nor should it be less.
Principle of unity of command
The more completely an individual has a reporting relationship to a single superior, the less the problem of conflict in instructions and the greater the feeling of personal responsibility.
The authority level Principle
Maintenance of authority delegation requires that decisions within the authority competence of an individual manager be made by him and not be referred upward in the organization.
Principles in Departmentizing Activities
Principle of division of work
The better an organization structure reflects a classification of the tasks and activities required for achievement of objectives and assists their coordination through creating a system of interrelated roles; and the more these roles are designed to fit the capabilities and motivations of people available to fill them, the more effective and efficient an organization structure will be.
Principle of functional definition
The more a position or a department has clear definition of results expected, activities to be undertaken, organization authority delegated, and authority and informational relationships with other positions, the more adequately individual responsible can contribute toward accomplishing enterprise objectives.
Principle of separation
If an activity is designed to be a check on the activities of another department, the individual charged with such activity cannot adequately discharge his responsibility if he reports to the department who activity he is expected to evaluate.
Principles in the Process of organizing
Principle of balance
the application of principles or techniques must be balanced in the light of the over-all effectiveness of the structure in meeting enterprise objectives.
Principle of flexibility
The task of managers is to provide for attaining objectives in the face of changing environments. The more provisions are made for building organization flexibility, the more adequately organization structure can fulfill its purpose.
Principle of leadership facilitation
The more an organization structure an authority delegations within it make possible for various managers to design and maintain an environment for performance, the more it will facilitate leadership abilities of managers.
Staffing Principles
Related to the Purpose of Staffing
Principle of staffing objectives
The positions provided by the organization structure must be staffed with personnel able and willing to carry out the assigned functions.
Principle of staffing
The quality of management personnel can be ensured through proper definition of the job and its appraisal in terms of human requirements, evaluation of candidates and incumbents, and appropriate training.
The process of staffing
Principle of job definition
Specifications for the job rest on organization requirements and on provision for incentives to induce effective and efficient performance of the tasks involved.
Principle of managerial appraisal
Performance must be appraised against the management action required by superiors and against the standard of adherence in practice to managerial principles.
Principle of open competition in promotion
Managers should be selected from among the best available candidates for the job, whether they are inside or outside the enterprise.
Principle of management development
The objective of management development is to strengthen existing managers. The most effective means of developing managers is to have the task performed primarily by a manager's superior.
Principle of universal development
The enterprise can tolerate only those managers who are interested in their continuous development.
Principles of Directing
Related to the Purpose of Directing
Principle of harmony of objectives
Effective directing depends on the extent to which individual objectives in cooperative activity are harmonized with group objectives.
Principles Applicable to Process of directing
Principle of unity of command
The more completely an individual has a reporting relationship to a single superior, the less the problem of conflict in instructions and the greater the feeling of personal responsibility for results.
Principle of direct supervision
Effective direction requires that management supplement objective methods of supervision with direct personal contact.
Principle of supervisory techniques
Since people, tasks, and organizational environment vary, techniques of supervision will be most effective if appropriately varied.
Principles of Delegation
Principle of functional delegation
The more a position or department has clear definitions of results expected, activities to be undertaken, organization authority delegated, and authority and informational relationships with other positions, the more adequately individuals responsible can contribute toward accomplishing enterprise objectives.
Principle of delegation by results expected
The authority delegated to an individual managers should be adequate to assure his ability to accomplish the results expected of him.
Principle of absoluteness of responsibility
No superior can escape, through delegation, responsibility for the activities of subordinates, for it is he who delegated authority and assigned duties.
Principle of parity of authority and responsibility
The authority delegated has to be consistent with the responsibility assigned to a subordinate.
Principles of Control
Related to the purpose of control
Principle of assurance of objective
The task of control is to assure accomplishment of objectives by detecting potential or actual deviation from plans early enough to permit effective corrective action.
Principle of efficiency of controls
The more control approaches and techniques detect and illuminate the causes of potential or actual deviations from plans with the minimum of costs or other unsought consequences, the more efficient these controls will be.
Principle of control responsibility
The primary responsibility for the exercise of control rests in the manager charged with the execution of plans.
Principle of direct control
The higher the quality of managers and their subordinates, the less will be the need for indirect controls.
(The principle may termed as principle of reduced controls. A superior can spend less time in control activities if he has more higher quality managers and their subordinates in his department.)
Principles related to Structure of control
Principle of reflection of plans
The more controls are designed to deal with and reflect the specific nature and structure of plans, the more effective they will serve the interests of the enterprises and its managers.
Principle of organizational suitability
The more controls are designed to reflect the place in the organization structure where responsibility for action lies, the more they will facilitate correction of deviation of events from plans.
Principle of individuality of controls
Controls have to be consistent with the position, operational responsibility, competence, and needs of the individuals who have to interpret the control measures and exercise control.
Process of control
Principle of standards
Effective control requires objective, accurate, and suitable controls.
Principle of critical-point control
Effective control requires attention to those factors critical to appraising performance against an individual plan.
The exception Principle
The more a manager concentrates his control on exceptions, the more efficient will be the results of this control.
Principle of flexibility of controls
If controls are to remain effective despite failure or unforeseen changes in plans, flexibility is required in the design of controls.
Principle of action
Principle of Action
Control is justified only if indicated or experienced deviations from plans are corrected through appropriate planning, organizing, staffing and directing.
References
Harold Koontz and Cyril O’Donnell, Principles of Management: An Analysis of Managerial Functions, 4th Ed., McGraw-Hill, New York, 1968
Harold Koontz and Cyril O’Donnell, Principles of Management: An Analysis of Managerial Functions, 2nd Ed., McGraw-Hill, New York, 1959
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Fayol included both material organization and people organization in organizing function. But he developed in his book only people organization. Koontz also elaborated people organization only. There is need for principles of material organization and also as a follow up principles of resourcing.
Principles of Material Organization
Resourcing - A Function of Management
Lean Leadership Principles - Lean Management according to Narayana Rao K.V.S.S. -
Lean management gives importance to both effectiveness and efficiency. Lean Managers simultaneously take care of customer satisfaction and productivity/ cost reduction responsibilities. Hence in a theoretical sense, no new principles are required. Koontz and O'Donnell stressed efficiency in number of principles.
Principle of efficiency of plans
Efficiency is measured by the contribution of the plan to objectives of the enterprise minus the costs and unsought for consequences in formulating and implementing the plan.
Principle of efficiency of organization
An organization or organization structure is efficient if it is structured to make possible accomplishment of enterprise objectives by people with minimum unsought consequences or costs.
The principles were presented at the Annual Conference of IISE 2017 at Pittsburgh, USA. The paper is in the proceedings of the conference. The presentation made at the conference is given below.
14 Principles of Management - Henri Fayol
Principles of Management - Revision Articles - Based on Koontz and O'Donnells Book updated by Weirich and Kannice
Material Organization and Resourcing
Fayol included both material organization and people organization in organizing function. But he developed in his book only people organization. Koontz also elaborated people organization only. There is need for principles of material organization and also as a follow up principles of resourcing.
Principles of Material Organization
Resourcing - A Function of Management
Lean Leadership Principles - Lean Management according to Narayana Rao K.V.S.S. -
Lean management gives importance to both effectiveness and efficiency. Lean Managers simultaneously take care of customer satisfaction and productivity/ cost reduction responsibilities. Hence in a theoretical sense, no new principles are required. Koontz and O'Donnell stressed efficiency in number of principles.
Principle of efficiency of plans
Efficiency is measured by the contribution of the plan to objectives of the enterprise minus the costs and unsought for consequences in formulating and implementing the plan.
Principle of efficiency of organization
An organization or organization structure is efficient if it is structured to make possible accomplishment of enterprise objectives by people with minimum unsought consequences or costs.
Principle of efficiency of controls
The more control approaches and techniques detect and illuminate the causes of potential or actual deviations from plans with the minimum of costs or other unsought consequences, the more efficient these controls will be.
But still in management practice, efficiency was neglected by managers in trying to achieve sales, markets share or higher production quantity or meeting deadlines. Toyota became a glorious example of a company which has given efficiency due importance in management. It involved line managers in efficiency improvement through process improvement for cost reduction and it has taken the necessary staff help as recommended by F.W. Taylor and Harrington Emerson at their time. Hence, lean leadership principles are necessary now to explicitly state some more principles that force managers to focus on efficiency issues also adequately.
But still in management practice, efficiency was neglected by managers in trying to achieve sales, markets share or higher production quantity or meeting deadlines. Toyota became a glorious example of a company which has given efficiency due importance in management. It involved line managers in efficiency improvement through process improvement for cost reduction and it has taken the necessary staff help as recommended by F.W. Taylor and Harrington Emerson at their time. Hence, lean leadership principles are necessary now to explicitly state some more principles that force managers to focus on efficiency issues also adequately.
Basic Principles of Industrial Engineering (Productivity Management in Engineering Organizations) - Narayana Rao
1. Develop science for each element of a man - machine system's work related to efficiency and productivity.
2. Engineer methods, processes and operations to use the laws related to the work of machines, man, materials and other resources.
3. Select or assign workmen based on predefined aptitudes for various types of man - machine work.
4. Train workmen, supervisors, and engineers in the new methods, install various modifications related to the machines that include productivity improvement devices and ensure that the expected productivity is realized.
5. Incorporate suggestions of operators, supervisors and engineers in the methods redesign on a continuous basis.
6. Plan and manage productivity at system level.
(The principles were developed on 4 June 2016 (During Birthday break of 2016 - 30 June 2016 to 7 July 2016).
The principles were developed by Narayana Rao based on principles of scientific management by F.W. Taylor)
Principles of Industrial Engineering (Productivity Management in Engineering Organizations) - Narayana Rao - Detailed List
The principles were presented at the Annual Conference of IISE 2017 at Pittsburgh, USA. The paper is in the proceedings of the conference. The presentation made at the conference is given below.
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14 Principles of Management - Henri Fayol
Principles of Management - Revision Articles - Based on Koontz and O'Donnells Book updated by Weirich and Kannice
2018 - 25 January,
8 April 2017, 12 March 2015 7.3.2014, 25.12.2013
Last updated 12.12.2011 (First posted to the blog from Knol)
Revision of chapters of principles of management is in January Revision Plan
8 April 2017, 12 March 2015 7.3.2014, 25.12.2013
Last updated 12.12.2011 (First posted to the blog from Knol)
Revision of chapters of principles of management is in January Revision Plan
February 8, 2025
Vedic Management - Krishna Yajurveda Statements - Mantras
In memory of Grandfather - Sri Surikuchhi Agnihotra Somayajulu garu and his father, my great grandfather Sri Surikuchhi Rama Somayajulu garu, Krishna Yajurveda Pandit. He was given the honour of Brahma Radham in Baroda, for the recitation of full Veda continuously with appropriate breaks (Velpur, West Godavari District, Andhra Pradesh, India).
The English version giving statements relevant to management is from the Book of Dr. S. Kannan, Vedic Management, Taxmann.
Telugu meaning is understood from the TTD publications on Krishna Yajurvedam.
English translation by Arthur Berriedale Keith is available in https://sacred-texts.com/hin/yv/index.htm
1. ii-3-11
Kanda 2- Praphataka 3 - Anuvaka 11
Mantra 10.
శ॒తమా॑న-మ్భవతి శ॒తాయుః॒ పురు॑ష-శ్శ॒తేన్ద్రి॑య॒ ఆయు॑ష్యే॒వేన్ద్రి॒యే ప్రతి॑తిష్ఠ॒త్యథో॒ ఖలు॒ యావ॑తీ॒-స్సమా॑ ఏ॒ష్య-న్మన్యే॑త॒ తావ॑న్మానగ్గ్ స్యా॒-థ్సమృ॑ద్ధ్యా
Man lives a hundred years and has a hundred powers (Kannan - English translation and explanation)
Kanda 2- Praphataka 3
2.3 - ఆదిత్యేభ్యో భువద్వద్భ్యశ్చరుం - కృష్ణ యజుర్వేద తైత్తిరీయ సంహితా పాఠః
To listen Krishana Yajurveda - Taittiriya Samhita
https://vedicheritage.gov.in/samhitas/yajurveda/krishna-yajurveda/taittiriya-samhita-video/
Go to Video Kanda 2 - Praphataka 3
This praphataka has many mantras and ishtis or yajnas related to longevity and relief from diseases.
6. i-1-10
Mantra 7
శాసా॑నా సౌమన॒స-మ్ప్ర॒జాగ్ం సౌభాగ్య-న్త॒నూమ్ । అ॒గ్నేరను॑వ్రతా భూ॒త్వా స-న్న॑హ్యే సుకృ॒తాయ॒ కమ్
Gird the body for good action.
1.1 - ఇషే త్వోర్జే త్వా - కృష్ణ యజుర్వేద తైత్తిరీయ సంహితా పాఠః
https://vignanam.org/telugu/kyts-1.1-ishe-tvorje-tva-krishna-yajurveda-taittiriya-samhita-patha.html
Mr. Kannan interprets the mantra as put on the belt for action.
To be of service to Agni to do good deeds and get benefits of welfare, good body, good mind, and good persons (children).
Beseeching favour, offspring, prosperity, in devotion to Agni, I gird my body for good action. - Arthur Berriedale Keith
https://sacred-texts.com/hin/yv/yv01.htm
13. 1-8-15
Mantra 6
స్సమ॒హమి॑న్ద్రి॒యేణ॑ వీ॒ర్యే॑ణ
Be United with power and strength.
May I be united with power and strength. Arthur Berriedale Keith
1.8 - అనుమత్యై పురోడాశమష్టాకపాలం - కృష్ణ యజుర్వేద తైత్తిరీయ సంహితా పాఠః
1-8 has many anuvakas giving details of various aspects Rajasooya yaga.
To listen:
https://www.youtube.com/watch?v=p5b-7NzPStk
https://www.youtube.com/watch?v=p5b-7NzPStk&list=PLtPBR-KypqiH_WFfSVvxfEXfXYY3vi-0l&index=8
14. 5-7-9
Mantra 1
మయి॑ గృహ్ణా॒మ్యగ్రే॑ అ॒గ్నిగ్ం రా॒యస్పోషా॑య సుప్రజా॒స్త్వాయ॑ సు॒వీర్యా॑య । మయి॑ ప్ర॒జా-మ్మయి॒ వర్చో॑ దధా॒మ్యరి॑ష్టా-స్స్యామ త॒నువా॑ సు॒వీరాః|
Be unharmed in your body
In me I take first Agni, For increase of wealth, for good offspring with noble heroes; In me offspring, in me radiance I place; May we be unharmed in our body with good heroes. - - Arthur Berriedale Keith
5.7 - యో వా అయథా దేవతం - కృష్ణ యజుర్వేద తైత్తిరీయ సంహితా పాఠః - ఉపానువాక్యావశిష్టకర్మనిరూపణం
15. 6-5-1
Mantra 6
చఖ్షు॒ర్వా ఏ॒త-ద్య॒జ్ఞస్య॒ యదు॒క్థ్య॑-స్తస్మా॑దు॒క్థ్యగ్ం॑ హు॒తగ్ం సోమా॑ అ॒న్వాయ॑న్తి॒ తస్మా॑దా॒త్మా చఖ్షు॒రన్వే॑తి॒ తస్మా॒దేకం॒-యఀన్త॑-మ్బ॒హవో-ఽను॑ యన్తి॒ తస్మా॒దేకో॑ బహూ॒నా-మ్భ॒ద్రో భ॑వతి॒ తస్మా॒దేకో॑ బ॒హ్వీర్జా॒యా వి॑న్దతే॒ యది॑ కా॒మయే॑తా-ద్ధ్వ॒ర్యు-రా॒త్మానం॑-యఀజ్ఞ యశ॒సేనా᳚-ర్పయేయ॒-మిత్య॑న్త॒రా-ఽఽహ॑వ॒నీయ॑-ఞ్చ హవి॒ర్ధాన॑-ఞ్చ॒ తిష్ఠ॒న్నవ॑ నయే- -దా॒త్మాన॑మే॒వ య॑జ్ఞయశ॒సేనా᳚ర్పయతి॒ యది॑ కా॒మయే॑త॒ యజ॑మానం-యఀజ్ఞ యశ॒సేనా᳚ర్పయేయ॒-మిత్య॑న్త॒రా స॑దోహవిర్ధా॒నే తిష్ఠ॒న్నవ॑ నయే॒-ద్యజ॑మానమే॒వ య॑జ్ఞయశ॒సేనా᳚-ర్పయతి॒
The body follows the eye.
The Ukthya is the eye of the sacrifice; therefore the Somas follow the Ukthya when offered; therefore the body follows the eye; therefore as one goes many follow; therefore one becomes superior among many; therefore one wins many wives. If the Adhvaryu desire, 'May I bestow upon myself the glory of the sacrifice', standing between the Ahavaniya and the oblation-holder he should pour (it) down]; verily he bestows upon himself the glory of the sacrifice. If he desire, 'May I bestow upon the sacrificer the glory of the sacrifice', he should pour (it) down standing between the Sadas and the oblation-holder; verily he bestows upon the sacrificer the glory of the sacrifice. - Arthur Berriedale Keith
6.5 - ఇన్ద్రో వృత్రాయ వజ్రముదయచ్ఛత్ - కృష్ణ యజుర్వేదీయ తైత్తిరీయ సంహితాయాం షష్ఠకాణ్డే పఞ్చమః ప్రశ్నః - సోమమన్త్రబ్రాహ్మణనిరూపణం.
16. 7.3.9
సా వి॒రా-డ్వి॒క్రమ్యా॑తిష్ఠ॒-ద్బ్రహ్మ॑ణా దే॒వేష్వన్నే॒నా-సు॑రేషు॒ తే దే॒వా అ॑కామయన్తో॒భయ॒గ్ం॒ సం-వృ ॑ఞ్జీమహి॒ బ్రహ్మ॒ చాన్న॒-ఞ్చేతి॒ త ఏ॒తా విగ్ం॑శ॒తిగ్ం రాత్రీ॑రపశ్య॒-న్తతో॒ వై త ఉ॒భయ॒గ్ం॒ సమ॑వృఞ్జత॒ బ్రహ్మ॒ చాన్న॑-ఞ్చ బ్రహ్మవర్చ॒సినో-ఽన్నా॒దా అ॑భవ॒న్॒. య ఏ॒వం-విద్వాగ్ంస॑ ఏ॒తా ఆస॑త ఉ॒భయ॑మే॒వ సం-వృ ॑ఞ్జతే॒ బ్రహ్మ॒ చా-ఽన్న॑-ఞ్చ బ్రహ్మవర్చ॒సినో-ఽన్నా॒దా భ॑వన్తి॒ ద్వే వా ఏ॒తే వి॒రాజౌ॒ తయో॑రే॒వ నానా॒ ప్రతి॑ తిష్ఠన్తి వి॒గ్ం॒శో వై పురు॑షో॒ దశ॒ హస్త్యా॑ అ॒ఙ్గుల॑యో॒ దశ॒ పద్యా॒ యావా॑నే॒వ పురు॑ష॒స్త-మా॒ప్త్వో-త్తి॑ష్ఠన్తి॒
Man is twentyfold, ten fingers and ten toes
The Viraj dividing itself stayed among the gods with the holy power (Brahman), among the Asuras with food. The gods desired, 'May we acquire both the holy power (Brahman) and food! They saw (the rite of) these twenty nights. Then indeed they acquired both the holy power (Brahman) and food, and became resplendent and eaters of food. Those, who knowing thus perform (the rite of) these nights, acquire both the holy power (Brahman) and food [1], and become resplendent and eaters of food. They (make up) two Virajs; verily separately in them they find support. Man is twentyfold, ten fingers and ten toes; verily obtaining the greatness of man they cease (the rite). - Arthur Berriedale Keith
7.3 - ప్రజవం వా ఏతేన యన్తి - కృష్ణ యజుర్వేదీయ తైత్తిరీయ సంహితాయాం సప్తమకాణ్డే తృతీయః ప్రశ్నః - సత్రజాతనిరూపణం
17. 6.1.1
There are ten fingers and ten toes and the body is the twenty fist,
He purifies (him) with twenty-one (stalks); there are ten fingers and ten toes, and the body is the twenty first; he thus completely purifies the man [8] - Arthur Berriedale Keith
Stalks - we say dharbhas.
36. 1-7-7
Speech shall be sweet.
49. 1-5-2
Intelligence is inspiration and skill is expiration
70. 5-2-5
There is so much strength in man.
Pub. 4.2.2025
October 17, 2024
Resource Based View Definition of Management - Narayana Rao K.V.S.S.
Management is doing things acquiring and using resources. - Prof. Narayana Rao K.V.S.S. - 18.10.2024
A manager or an entrepreneur visualizes doing a thing, for example in business, it would be exchanging goods or services. He may produce the goods or services or he may procure them and offer to customers. To put the visualized idea into practice he requires resources. He has to acquire them and then use them to do business and pay for the services of each factor or resource used in the business. Theoretically, the entrepreneur only needs the idea which is acceptable to the resource providers.
The manager makes resource requirement plan. Initially it is an unconstrained resource requirement plan. He will list all the ideal resources. But as he tries to acquire resources constraints become visible and the manager has to modify the resource requirements to use available resources or resources that he could acquire.
(C) 2024 Narayana Rao K.V.S.S.
Earlier Explanation by me.
Definition of Management: Its Nature and Purpose
Management of an organization is the process of establishing objectives and goals of the organization periodically, designing the work system and the organization structure, and maintaining an environment in which individuals, working together in groups, accomplish their aims and objectives and goals of the organization effectively and efficiently (Narayana Rao). (3rd December 2008, Version 1 of this article)
Management of an organization is the process of establishing objectives and goals of the organization periodically, designing the work system and the organization structure, and maintaining an environment in which individuals, working together in groups in combination with capital equipment and current assets (working capital), accomplish their aims and objectives and goals of the organization effectively and efficiently (Narayana Rao). (24 January 2016).
The above definition was a modification of the definition given by Koontz and O'Donnell.
The definition implies the following.
(i) Management is a process.
(ii) Management applies to every kind of organization, government, profit making, or nonprofit making.
The definition implies the following.
(i) Management is a process.
(ii) Management applies to every kind of organization, government, profit making, or nonprofit making.
(iii) It applies to managers at all levels in the organization.
(iv) Management is concerned with effectiveness and efficiency. Effectiveness is producing the product or service the customer wants in business context with the required functional benefits and product attributes at the price he is willing to pay. Efficiency is minimization of resources to produce the saleable output.
Weirich and Koontz
Weihrich and Koontz defined Management and explained it as follows in the tenth edition of their book Management: A Global Perspective (p.4).
"Management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims." This definition needs to be expanded:
1. As managers, people carry out the managerial functions of planning, organizing, staffing, leading, and controlling.
2. Management applies to any kind of organization.
3. It applies to managers at all organizational levels.
4. The aim of all managers is the same: to create a surplus.
5. Managing is concerned with productivity; this implies effectiveness and efficiency.
Functions of Management
The process of management can be better understood by breaking it down into the five basic functions of a manager – planning, organizing, staffing, leading and controlling. All the management concepts, principles, theories and techniques can be grouped under these five functions.
Professor Narayana Rao suggests planning, organizing, resourcing, executing and controlling as the appropriate steps for operational approach.
The resource point of view is emphasized in the RBV Definition of Management.
No doubt planning is required to establish the feasibility of the idea and to make a list of resources required. After resources are acquired execution of processes has to be there and control has to be there to modify plans based on achieved results to reach the expected final result for a period.
Management - Definition and Process
Top 25 Management Theory Articles - Online
Marketing Communication: Channels and Promotion Tools
http://nraomtr.blogspot.com/2011/12/marketing-communication-channels-and.html
Organizational Buying Processes and Buying Behavior
http://nraomtr.blogspot.com/2011/12/organizational-buying-processes-and.html
http://nraomtr.blogspot.com/2011/12/organizational-buying-processes-and.html
Principles of Management – Koontz and O’Donnell
https://nraomtr.blogspot.com/2011/12/principles-o-principles-of-management.html
https://nraomtr.blogspot.com/2011/12/principles-o-principles-of-management.html
Marketing Strategy - Marketing Process - Kotler's Description
http://nraomtr.blogspot.com/2011/12/marketing-strategy-marketing-process.html
http://nraomtr.blogspot.com/2011/12/marketing-strategy-marketing-process.html
The Marketing Concept - Kotler
http://nraomtr.blogspot.com/2011/12/marketing-concept-kotler.html
http://nraomtr.blogspot.com/2011/12/marketing-concept-kotler.html
Evolution of Management Thought and Theory - Review Notes
http://nraomtr.blogspot.com/2011/12/evolution-of-management-thought-and.html
http://nraomtr.blogspot.com/2011/12/evolution-of-management-thought-and.html
Human Resource Management - Introduction
Marketing Strategy - Differentiating and Positioning the Market Offering
Organizational Behavior – Theoretical Frameworks
http://nraomtr.blogspot.com/2011/12/organizational-behavior-theoretical.html
http://nraomtr.blogspot.com/2011/12/organizational-behavior-theoretical.html
Philip Kotler - Keller Definition and Explanation of Marketing Management for 21st Century - 14th Edition
http://nraomtr.blogspot.com/2015/01/philip-kotler-keller-definition-and.html
http://nraomtr.blogspot.com/2015/01/philip-kotler-keller-definition-and.html
Marketing and New Product Development - Kotler and Keller's Book Chapter Summary
http://nraomtr.blogspot.com/2011/12/marketing-and-new-product-development.html
http://nraomtr.blogspot.com/2011/12/marketing-and-new-product-development.html
The Nature and Purpose of Planning - Review Notes
http://nraomtr.blogspot.com/2011/12/nature-and-purpose-of-planning-review.html
http://nraomtr.blogspot.com/2011/12/nature-and-purpose-of-planning-review.html
Communication: Importance and Definition
Analyzing Competitors - Market Research and Analysis
Concepts and Techniques for Crafting and Executing Strategy - Summary of Chapters - Strickland
Management - Definition and Process
Work Analysis and Design -Bernardin HRM Chapter - Review Notes
Defining Marketing for the New Realities - Kotler - Keller 15 Edition - Summary
Market Segmentation and Selection of Target Segments
Supply Chain Management - Coordination
Selling Process - 10 Steps
Kotler and Keller - Marketing Management - Brief - All Chapters - Core Themes
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Management - Definition and Process
Definition of Management: Its Nature and Purpose
New
Management is doing things acquiring and using resources. - Prof. Narayana Rao K.V.S.S. - 18.10.2024
Resource Based View Definition of Management - Narayana Rao K.V.S.S.
Management of an organization is the process of establishing objectives and goals of the organization periodically, designing the work system and the organization structure, and maintaining an environment in which individuals, working together in groups, accomplish their aims and objectives and goals of the organization effectively and efficiently (Narayana Rao). (3rd December 2008, Version 1 of this article)
Management of an organization is the process of establishing objectives and goals of the organization periodically, designing the work system and the organization structure, and maintaining an environment in which individuals, working together in groups in combination with capital equipment and current assets (working capital), accomplish their aims and objectives and goals of the organization effectively and efficiently (Narayana Rao). (24 January 2016).
The above definition was a modification of the definition given by Koontz and O'Donnell.
The definition implies the following.
(i) Management is a process.
(ii) Management applies to every kind of organization, government, profit making, or nonprofit making.
The definition implies the following.
(i) Management is a process.
(ii) Management applies to every kind of organization, government, profit making, or nonprofit making.
(iii) It applies to managers at all levels in the organization.
(iv) Management is concerned with effectiveness and efficiency. Effectiveness is producing the product or service the customer wants in business context with the required functional benefits and product attributes at the price he is willing to pay. Efficiency is minimization of resources to produce the saleable output.
Weirich and Koontz
Weihrich and Koontz defined Management and explained it as follows in the tenth edition of their book Management: A Global Perspective (p.4).
"Management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims." This definition needs to be expanded:
1. As managers, people carry out the managerial functions of planning, organizing, staffing, leading, and controlling.
2. Management applies to any kind of organization.
3. It applies to managers at all organizational levels.
4. The aim of all managers is the same: to create a surplus.
5. Managing is concerned with productivity; this implies effectiveness and efficiency.
Functions of Management
The process of management can be better understood by breaking it down into the five basic functions of a manager – planning, organizing, staffing, leading and controlling. All the management concepts, principles, theories and techniques can be grouped under these five functions.
Professor Narayana Rao suggests planning, organizing, resourcing, executing and controlling as the appropriate steps for operational approach.
Management Functions at Different Organizational Unit Levels
All managers carry out managerial functions. However the proportion of time spent for each function may differ from level to level. The top managers may spend more time on planning in choosing the corporate objectives and business unit objectives and in developing the work system and the organization structure. The first level supervisors may spend more time in leading the staff under them and in doing operational control.
Managerial Skills
Managers require four kinds of skills: technical, human, conceptual and design.
1. Technical skills are knowledge of and proficiency in working with the tools and specific techniques on given processes. For example, mechanics work with tools, and their supervisors should have the ability to train them how to use these tools and periodically evaluate and improve the skills of the staff under them. Similarly accounts use various formats of accounting records like journal, ledger, trial balance, balance sheet and use various procedures like entry, posting, reconciliation and reversing etc. and the supervisor of the accountants has to know these records and procedures to train the staff under him and evaluate their work for accuracy. The first level supervisors have to demonstrate or use their technical skills on a day to day basis as managers. In an MBA curriculum number of technical disciplines are taught like marketing, purchasing, production, accounting, human resource recruiting and training, industrial engineering etc.
2. Human skills are the concepts, methods and techniques that facilitate working with people. Managers have to create an environment in which people feel comfortable, motivated, secure, and committed to the objectives and goals of the group or the organizational unit in which they are members. Organizational behavior is the subject taught in MBA curriculums to provide human skills.
3. Conceptual skill is the ability to see the “big picture.” It is the ability to recognize significant issues or elements in a situation and to understand the relationships among these key issues.
Concept skills are better understood or interpreted as business conceptual skills. Every manager at every level must be able to see his customer, his suppliers and his associates in the organization, superiors, subordinates and peers. He should be able to visualize the motivations of these agents to engage with him and the value that they are seeking and the value that they are willing to exchange. Every manager must be able to visualize how the business of the group he is managing is going to survive and prosper. Whenever managers cannot see this clearly, he will be failing in his managerial responsibility and the group is going to suffer.
4. Design skill is the ability to solve problems in ways that benefit the enterprise. To be effective managers in the organization must be capable of doing more than just seeing a problem (If they merely confine their attention to the problem, they become ‘problem watchers’ and they will not fulfill their responsibility). They Must have, in addition to the skill of identifying key problems, the skill of a good design engineer to work out a practical solution to a problem in the light of the realities they face in the situation. Solution design skills are synthesis skills. When a problem arises analytical skills may be used to identify various dimensions of the problems and possible solutions to each of these dimensions. But to solve the problem, a synthesis of all possible and useful alternatives has to be developed. Skills of synthesis are important in solution design.
The intensity or frequency with which these groups of skills are applied varies with the managerial level.
First line supervisors use their technical skills on a day to day to basis to observe the working of the staff in the department or section and guide them in carrying out the allotted tasks as per the specification of the customer or the design and in proper use of machines and tools. Quality and quantity control on a continuous basis becomes the important responsibility of first line supervisors and technical skills play a very important part in this role. Human skills are also important to both to get the task done and to make the operator feel happy and satisfied in completing the task, receiving the reward and also by the various physical facilities provided to him to take care of his professional and personal needs at the work place.
At the top level, conceptual skills and design skills have to be employed to recognize the opportunities and threats that keep on emerging in the environment. Solutions to benefit from the opportunities and contain the ill effects of threats have to be developed.
My article in my blog on the same topic
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References
2010
https://books.google.co.in/books?id=tIYrly9QjTIC
Video Introduction to Management
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References
Seven Strategy Questions: A Simple Approach for Better Execution
Robert Simons, Professor, HBS2010
https://books.google.co.in/books?id=tIYrly9QjTIC
Video Introduction to Management
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Related Knols
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Original post - http://knol.google.com/k/narayana-rao/management-definition-and-process/ 2utb2lsm2k7a/ 547Revision Article for 22 January
2nd article: Global and Comparative Management
January - Management Knowledge Revision Schedule
Updated 18.10.2024, 4 June 2019 22 January 2017, 24 Jan 2016, 19 July 2014, 2 Dec 2013
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