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N GIND SKH NDW LCOLLEGE OFM N GEMENTSTUDIES


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PRINCIPLES OF MANAGEMENT 2

S.Y.B.M.S. B

Project Topic Coke(PLANNING, CONTROLLING,

ORGANISING, LEADERSHIP)


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TO:- PROF. RUPA MAM

GROUP NO 03

GROUP MEMBERS ARE:

PRITISH RAUT 3015

VIVEK RAWAT 3016

JUGAL RUPAREL 3017

JITESH SAIYA 3018

BHAVIT SALVI 3019

JINESH SAMPAT 3020

SACHI SANGHARAJKA 3021


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INTRODUCTION

World's #1 soft-drink company.

Owns four of the top five soft drink brands.

Makes more than 400 drink products.


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HISTORY

Invented byDr.John S. Pemberton

Introduced on8thMay, 1886.

Country of OriginUnited States

Head Quarters located in Atlanta, GeorgiaName Given ByFrank Robbinson

Methods of management

Management has been described as getting things done by other people.

Managers have responsibility for enabling anorganisationto achieve its

objectives.They are therefore responsible forplanning,organising, andcontrolling organisational activities. Managers set budgets, monitor

those budgets, and identify ways of making sure that the budget is kept

to. In addition managers manageresources- people, plant, time,

materials, finance, etc. People sometimes think that management is a

very precise science. However recent research has shown that this
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idealistic picture is often quite different from the reality.

In the real world, managers operate in a whirl of activity, constantly

having to switch their attention from one subject, problem orpersonto

another. They live in an uncertain world, where relevant and usefulinformation is often mixed up with gossip and speculation.

Theplanningprocess

Planning is the primary function of

management process.It is the starting point of the whole Managementprocess as other management functions are related to planning function.

According to PHILIP KOTLER,Planning is deciding in the

present what to do in the future. It is the process whereby

companies reconcile their resources with their objectives and

resources.

Plans are developed in order to set out a route map to help inachieving

objectives.Whilst the plan is made by managers with consideration to

internal factors such asresources available, the direction of previous

plans, the organisations objectives etc, it is also important to consider

external influences.External influences that effect planning include the

actions ofcompetitors,and a range of social, legal, economic, and

technological factors.A plan therefore needs to be designed to take

account of the externalenvironment.

For example, if the organisation is planning to expand it is important tomake sure that themarket will justify such an expansion (which depends

on social andeconomic factors such as consumer tastes and incomes).

The planning process can therefore be illustrated in the following way: >

Large companies like Coca-Cola, Kellogg's, and BT will create a
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number of plans. At the highest level they will create an organisation

wide plan termedcorporate strategy.This will be supported by a range

of lower level plans includingmarketingplans, production plans,advertising plans, human resources plans etc.

Production planning will also concern thedevelopmentof new products,

involvingresearch and developmentof new products, the production of

prototypes, and the final product selection.

Leaders are proactive. They makechangehappen instead of reacting to

change. The future requires corporate leadership with the skills to

integrate many unexpected and seemingly diverse events into its

planning. Every organization mustplanfor change in order to reach itsultimate goal. Effectiveplanninghelps an organization adapt to change

by identifying opportunities and avoiding problems. It sets the direction

for the other functions of management and for teamwork. Planning

improves decision-making. All levels of management engage in

planning.

Strategic Planning

Strategic planning produces fundamental decisions and actions thatshape and guide what an organization is, what it does, and why it does it.

It requires broad-scale information gathering, an exploration of

alternatives, and an emphasis on the future implications of present

decisions. Top level managers engage chiefly in strategic planning or

long range planning. They answer such questions as "What is the

purpose of this organization?" "What does this organization have to do

in the future to remain competitive?" Top level managers clarify the

mission of the organization and set its goals. The output needed by topmanagement for long range planning is summary reports about finances,

operations, and the external environment.

Strategic planningis the process of developing and analyzing the

organization's mission, overall goals, general strategies, and allocating
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resources. A strategyis a course of action created to achieve a long-

term goal. The time length for strategies is arbitrary, but is probably two,

three, or perhaps as many as five years. It is generally determined by

how far in the future the organization is committing its resources. Goals

focus on desired changes. They are the ends that the organization strivesto attain. Traditionally strategic planning has been done annually.

However, many companies are doing away with annual business plans

altogether and moving to a system of continuous planning, to permit

quicker response to changing conditions. Thus, the strategic plan

involves adapting the organization to take advantage of opportunities in

its constantly changing environment.

Chunka Mui and Larry Downes in Unleashing the Killer App: DigitalStrategies for Market Dominance(Harvard Business School Press,

1998) suggest that strategic planning will be replaced by "digital

strategy." They make the argument that business change originates with

technology -- particularly with new computer-based products and

services that transform industries, the way American Airlines' SABRE

system transformed travel. Top management must formulate digital

strategies (software and digitally delivered services) that not only

support business but also actually dictate how business is done.

The planning process is rational and amenable to the scientific approach

to problem solving. It consists of a logical and orderly series of steps.

Strategic planning sets the stage for the rest of the organization's

planning. The tasks of the strategic planning process include:

*Define the mission.

*Conduct a situation or SWOT analysis by assessing strengths and

weaknesses and identifying opportunities and threats.

*Set goals and objectives.

*Develop related strategies (tactical and operational).*Monitor the plan.


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Control

Control is concerned with making sure that plans are kept to and taking

appropriate actions when production is falling behind plan. A production

budgetsets out plannedoutputfor ongoing periods. Variances from the

plan can then be identified, and where production is falling behind plan

it will be possible to allocate extraresourcesand management time to

getting back on plan - i.e. a control process.

Production reports set out targets and performance so that it is possible

to see at a glance, how effective production is. Reports will set out

targets achieved, variances from the production budget, as well as areas

where there are problems that need sorting out.

The word 'control' means the ability to direct or restrain. A controllercarries out a function automatically.

Planning, control are three important aspects of effective production.

Production plans set out thetargets,time scales and methods of

production. Targets set out quantities and types of products to be

produced within a given time frame and need to be closely allied to

meeting the needs of themarket.Production plans can be set out on a

weekly, monthly or longer period. For example, in acompanylike Audi

production planning will be tied to developing new models and

expanding production of existing lines.
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Planning - control can thus be seen as a cyclical process. The plans

provide a tool for controlling production. The reports provide an analysis

and evaluation of the success of the planning/control process. The

findings of the reports can then be used for developing new plans and

adjusting existing ones, and for creating new control procedures.

Organisations like Travis Perkins employ a plan-action-report cycle formost of their activities.

Controlling

Controlling is directly related to planning. The controlling processensures that plans are being implemented properly. In the functions of

management cycle - planning, organizing, directing, and controlling -

planning moves forward into all the other functions, and controlling

reaches back. Controlling is the final link in the functional chain of

management activities and brings the functions of management cycle

full circle. Controlis the process through which standards for

performance of people and processes are set, communicated, and

applied. Effective control systems use mechanisms to monitor activitiesand take corrective action, if necessary. The supervisor observes what

happens and compares that with what was supposed to happen. He or

she must correct below-standard conditions and bring results up to

expectations. Effective control systems allow supervisors to know how

well implementation is going. Control facilitates delegating activities to


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employees. Since supervisors are ultimately held accountable for their

employees' performance, timely feedback on employee activity is

necessary.

Control Process

The control process is a continuous flow between measuring, comparing

and action. There are four steps in the control process: establishing

performance standards, measuring actual performance, comparing

measured performance against established standards, and takingcorrective action.

Step 1.Establish Performance Standards.Standards are created when objectives are set during the

planning process. A standard is any guideline established as the basis

for measurement. It is a precise, explicit statement of expected results

from a product, service, machine, individual, or organizational unit. It is

usually expressed numerically and is set for quality, quantity, and time.

Toleranceis permissible deviation from the standard. What is expected?How much deviation can be tolerated?

Step 2.Measure Actual Performance.

Supervisors collect data to measure actual performance to

determine variation from standard. Written data might include time

cards, production tallies, inspection reports, and sales tickets. Personal

observation, statistical reports, oral reports and written reports can be

used to measure performance. Management by walking around, or

observation of employees working, provides unfiltered information,extensive coverage, and the ability to read between the lines. While

providing insight, this method might be misinterpreted by employees as

mistrust. Oral reports allow for fast and extensive feedback.


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Step 3. Compare Measured Performance Against

Established Standards.

Comparing results with standards determines

variation. Some variation can be expected in all activities and the range

of variation- the acceptable variance - has to be established.

Management by exceptionlets operations continue as long as they fall

within the prescribed control limits. Deviations or differences thatexceed this range would alert the supervisor to a problem.

Step 4.Take Corrective Action.The supervisor must find the cause of deviation

from standard. Then, he or she takes action to remove or minimize the

cause. If the source of variation in work performance is from a deficit in

activity, then a supervisor can take immediate corrective action and get

performance back on track. Also, the supervisors can opt to take basic

corrective action, which would determine how and why performance has

deviated and correct the source of the deviation. Immediate corrective

action is more efficient; however basic corrective action is the moreeffective.


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Types of Control

Controls are most effective when they are applied at key places.

Supervisors can implement controls before the process begins (feed

forward), during the process (concurrent), or after it ceases (feedback).

Feedforward controlsfocus on operations before they begin. Theirgoal is to prevent anticipated problems. An example of feed forward

control is scheduled maintenance on automobiles and machinery.

Regular maintenance feeds forward to prevent problems. Other

examples include safety systems, training programs, and budgets.

Concurrent controlsapply to processes as they are happening.Concurrent controls enacted while work is being performed include anytype of steering or guiding mechanism such as direct supervision,

automated systems (such as computers programmed to inform the user

when they have issued the wrong command), and organizational qualityprograms.

Feedback controlsfocus on the results of operations. They guidefuture planning, inputs, and process designs. Examples of feedback

controls include timely (weekly, monthly, quarterly, annual) reports sothat almost instantaneous adjustments can be made.

Characteristics of Effective Controls

Control systems must be designed properly to be effective. When control

standards are inflexible or unrealistic, employees cannot focus on theorganization's goals. Control systems must prevent, not cause, the

problems they were designed to detect.

Performance variance can also be the result of an unrealistic standard.

The natural response for employees whose performance falls short is to


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blame the standard or the supervisor. If the standard is appropriate, then

it is up to the supervisor to stand his or her ground and take the

necessary corrective action.

An exampleof effective controls is the dashboard on a car. There aremany things that can go wrong with a car. Only the most critical items to

the car's operation are the focus on the dashboard (oil level, engine heat,

fuel gauge, etc.). Variations in these items are most likely to inflict the

most damage to the car. The critical items on the dashboard are easily

understood and used by drivers. They point out a problem and specify a

solution. They are accurate and timely. They call the driver's attention to

variations in time to prevent serious damage. Yet, there is not so much

information on the dashboard that the driver is overwhelmed.

Methods of management

Management has been described as getting things done by other people.

Managers have responsibility for enabling anorganisationto achieve its

objectives.They are therefore responsible forplanning,organising, andcontrolling organisational activities. Managers set budgets, monitor

those budgets, and identify ways of making sure that the budget is kept

to. In addition managers manageresources- people, plant, time,

materials, finance, etc. People sometimes think that management is a

very precise science. However recent research has shown that this
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idealistic picture is often quite different from the reality.

In the real world, managers operate in a whirl of activity, constantly

having to switch their attention from one subject, problem orpersonto

another. They live in an uncertain world, where relevant and usefulinformation is often mixed up with gossip and speculation.

Concepts of Organizing

The working relationshipsvertical and horizontal associations

between individuals and groups

that exist within an organizationaffect how its activities are accomplished and coordinated. Effective

organizing depends on the mastery of several important concepts:

work specialization, chain of command, authority, delegation, span of

control, and centralization versus decentralization. Many of these

concepts are based on the principles developed by Henri Fayol.

Not only does a business's organizational structure help determine

how well its employees make decisions, but it also reflects how wellthey respond to problems. These responses, over time, can make or

break an organization. In addition, the organizational structure

influences employees' attitudes toward their work. A suitable

organizational structure can minimize a business's costs, as well as

maximize its efficiency, which increases its ability to compete in a

global economy. For these reasons, many businesses have tinkered

with their organizational structures in recent years in efforts to

enhance their profits and competitive edge.

Once managers have their plans in place, they need to organize the

necessary resources to accomplish their goals. Organizing,the

second of the universal management functions, is the process of

establishing the orderly use of resources by assigning and
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coordinating tasks. The organizing process transforms plans into

reality through the purposeful deployment of people and resources

within a decision-making framework known as the organizational

structure.

The organizational structure is defined as

The set of formal tasks assigned to individuals and departments

The formal reporting relationships, including lines of authority,

decision responsibility, number of hierarchical levels, and span of

managerial control

The design of systems to ensure effective coordination of

employees across departments

The organizational structure provides a framework for the hierarchy,

or verticalstructure,of the organization. An organizational chartis

the visual representation of this vertical structure.

The Organizational Process

Organizing, like planning, must be a carefully worked out and appliedprocess. This process involves determining what work is needed to

accomplish the goal, assigning those tasks to individuals, and

arranging those individuals in a decision-making framework

(organizational structure). The end result of the organizing process is

an organizationa whole consisting of unified parts acting in

harmony to execute tasks to achieve goals, both effectively and

efficiently.

A properly implemented organizing process should result in a work

environment where all team members are aware of their

responsibilities. If the organizing process is not conducted well, the

results may yield confusion, frustration, loss of efficiency, and limited

effectiveness.


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In general, the organizational process consists of five

steps (a flowchart of these steps is shown)

Figure 1 The organizational process.

1.Review plans and objectives.

Objectives are the specific activities that must be completed to

achieve goals. Plans shape the activities needed to reach those

goals. Managers must examine plans initially and continue to doso as plans change and new goals are developed.

2.Determine the work activities necessary to accomplishobjectives.

Although this task may seem overwhelming to some managers, it

doesn't need to be. Managers simply list and analyze all the tasks

that need to be accomplished in order to reach organizational

goals.

3.Classify and group the necessary work activities intomanageable units.


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A manager can group activities based on four models of

departmentalization: functional, geographical, product, and

customer.

4.Assign activities and delegate authority.

Managers assign the defined work activities to specific

individuals. Also, they give each individual the authority (right)

to carry out the assigned tasks.

5.Design a hierarchy of relationships.

A manager should determine the vertical (decision-making) and

horizontal (coordinating) relationships of the organization as a

whole. Next, using the organizational chart, a manager should

diagram the relationships.

BIBLIOGRAPHY


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www.google.com

www.cocacola.co.in

www.yahoo.com

Forebs magazine

THANK YOU
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