Thursday, August 18, 2011
Monday, December 6, 2010
Marking scheme for class XII Board exams (2010-2011)
Chapter1. Nature and significance of management 7 marks
Chapter2. Principles of Management 7 marks
Chapter3. Business Environment 5 marks
Chapter4. Planning 7 marks
Chapter5. Organising 8 marks
Chapter6. Staffing 10 marks
Chapter7. Directing 10 marks
Chapter8. Controlling 6 marks
Chapter9. Business Finance 12 marks
Chapter10. Financial markets 8 marks
Chapter11. Marketing Management 14 marks
Chapter12. Consumer Protection 6 marks
Chapter1. Nature and significance of management 7 marks
Chapter2. Principles of Management 7 marks
Chapter3. Business Environment 5 marks
Chapter4. Planning 7 marks
Chapter5. Organising 8 marks
Chapter6. Staffing 10 marks
Chapter7. Directing 10 marks
Chapter8. Controlling 6 marks
Chapter9. Business Finance 12 marks
Chapter10. Financial markets 8 marks
Chapter11. Marketing Management 14 marks
Chapter12. Consumer Protection 6 marks
Sunday, August 30, 2009
Staffing
Staffing
An organisation can achieve its objectives only when it has right people in the right positions. Staffing is that part of the process of management which is concerned with obtaining, utilizing and maintaining a satisfactory and satisfied work force.
Staffing has been described as the managerial function of filling and keeping filled the positions in the organisation structure.
Importance of staffing
Since the right people have to be chosen while selecting a person, the human element is very important. Staffing provides the human element or instinct while selecting. The attitude, aptitude, commitment, loyalty are important qualities perceived by the enterprise.
Human resource is the foundation of any business. The right people can help you take your business to the top; the wrong people can break your business. Hence staffing is the most fundamental and critical to organizational performance.
The staffing function has assumed greater importance these days because of
· Rapid advancement of technology
· Increasing size of organisation and
· Complicated behavior of human beings
No organisation can be successful unless it has the right kind of people at different job positions.
Staffing ensures the following benefits to the organizations:
1. It helps in finding and placing competent personnel at various jobs.
2. It ensures higher performance by placing right person at the right job.
3. By appointing efficient staff, it ensures continuous survival and growth of the organisation.
4. It ensures optimum utilization of human resource. Through manpower planning and job analysis we can find out the number and type of employees required. So there are no chances of overmanning and shortage of personnel.
5. Objective assessments and fair rewards improve job satisfaction and morale of employees. Such efficient staff helps to win over the competitors..
An organisation can achieve its objectives only when it has right people in the right positions. Staffing is that part of the process of management which is concerned with obtaining, utilizing and maintaining a satisfactory and satisfied work force.
Staffing has been described as the managerial function of filling and keeping filled the positions in the organisation structure.
Importance of staffing
Since the right people have to be chosen while selecting a person, the human element is very important. Staffing provides the human element or instinct while selecting. The attitude, aptitude, commitment, loyalty are important qualities perceived by the enterprise.
Human resource is the foundation of any business. The right people can help you take your business to the top; the wrong people can break your business. Hence staffing is the most fundamental and critical to organizational performance.
The staffing function has assumed greater importance these days because of
· Rapid advancement of technology
· Increasing size of organisation and
· Complicated behavior of human beings
No organisation can be successful unless it has the right kind of people at different job positions.
Staffing ensures the following benefits to the organizations:
1. It helps in finding and placing competent personnel at various jobs.
2. It ensures higher performance by placing right person at the right job.
3. By appointing efficient staff, it ensures continuous survival and growth of the organisation.
4. It ensures optimum utilization of human resource. Through manpower planning and job analysis we can find out the number and type of employees required. So there are no chances of overmanning and shortage of personnel.
5. Objective assessments and fair rewards improve job satisfaction and morale of employees. Such efficient staff helps to win over the competitors..
Sunday, August 23, 2009
Importance of decentralisation
Importance of decentralisation
1. Develops initiative among subordinates: When the lower level managers are given freedom to take their own decisions they learn to depend on their own judgment. They keep facing challenges and take initiative to develop solutions for them. It also helps in identifying those executives who have the necessary potential to become dynamic leaders.
2. Develops managerial talent for the future: When the work is passed on to the employees it gives them opportunity to use their talents and increases their experience of handling work independently. This gives them a chance to prove their abilities and prepares qualified manpower who can be promoted to the vacant positions. It also helps to identify those who may not be successful in assuming greater responsibility.
3. Quick decision making: Through decentralisation, the decision making power is entrusted to all the managers. This leads to faster decision making because employees near the point of action need not take approval from the higher level and can take their own decisions. So the process is much faster.
4. Relief to top management: in the process of decentralisation, top level managers are not overburdened with the responsibility and authority as they systematically pass the authority and responsibility at different levels and they become free to concentrate on more important issues.
5. Facilitates growth: Decentralisation means greater freedom to lower levels as well as divisions and departments. This develops a sense of competition among them where each one tries to do better than the other. Thus their productivity levels increase and they generate greater returns for the organization.
6.Better control:
1. Develops initiative among subordinates: When the lower level managers are given freedom to take their own decisions they learn to depend on their own judgment. They keep facing challenges and take initiative to develop solutions for them. It also helps in identifying those executives who have the necessary potential to become dynamic leaders.
2. Develops managerial talent for the future: When the work is passed on to the employees it gives them opportunity to use their talents and increases their experience of handling work independently. This gives them a chance to prove their abilities and prepares qualified manpower who can be promoted to the vacant positions. It also helps to identify those who may not be successful in assuming greater responsibility.
3. Quick decision making: Through decentralisation, the decision making power is entrusted to all the managers. This leads to faster decision making because employees near the point of action need not take approval from the higher level and can take their own decisions. So the process is much faster.
4. Relief to top management: in the process of decentralisation, top level managers are not overburdened with the responsibility and authority as they systematically pass the authority and responsibility at different levels and they become free to concentrate on more important issues.
5. Facilitates growth: Decentralisation means greater freedom to lower levels as well as divisions and departments. This develops a sense of competition among them where each one tries to do better than the other. Thus their productivity levels increase and they generate greater returns for the organization.
6.Better control:
Decentralization
Decentralization
Decentralization means delegation of authority at every level. It is the even and systematic distribution of decision making authority to the lowest level of management. Under decentralization every employee working at different levels gets some share in the authority. Decentralization is a policy matter and managers plan in advance whether to go for centralized or decentralized policy.
Relation between delegation and decentralization
Decentralisation is the extension of delegation. In delegation, we multiply the authority by two whereas in decentralization, the authority is multiplied by many because systematic delegation taking place at every level will result in evenly distribution of authority and responsibility at every level and result in decentralistion. If delegation is restricted to certain levels only then there will be no complete decentralization also.
For example if the director gives the responsibility to production head to complete the target of 50,000 units per annum, and authorize him to hire the required workers, decide their salaries and working conditions.
The production head further shares his authority and responsibility with production manager to achieve the target and select the workers.
The production manager in turn shares with the supervisor to select the workers.
This sharing of authority and responsibility between the director, production head, production manager and the supervisor will result in systematic distribution of authority at every level automatically. Thus we say that delegation leads to decentralization.
Relation between centralization and decentralisation
An organization is centralized when decision making authority is retained by higher management whereas it is decnetralised when the authority is delegated.
Complete centralization means concentration of all decision making authority at the top level in the management hierarchy. On the other hand complete decentralisation implies the delegation of all decision making authority to the lower level of the hierarchy. Both these situations are unrealistic. An organization can never be completely centralized or decentralized. As it grows in size and competency, there is a tendency to move towards decentralisation. This is because in large organizations, those employees who are closely involved with the operations tend to have more knowledge about them than the top management. Hence there is a need for a balance between these co-existing forces.
Decentralization means delegation of authority at every level. It is the even and systematic distribution of decision making authority to the lowest level of management. Under decentralization every employee working at different levels gets some share in the authority. Decentralization is a policy matter and managers plan in advance whether to go for centralized or decentralized policy.
Relation between delegation and decentralization
Decentralisation is the extension of delegation. In delegation, we multiply the authority by two whereas in decentralization, the authority is multiplied by many because systematic delegation taking place at every level will result in evenly distribution of authority and responsibility at every level and result in decentralistion. If delegation is restricted to certain levels only then there will be no complete decentralization also.
For example if the director gives the responsibility to production head to complete the target of 50,000 units per annum, and authorize him to hire the required workers, decide their salaries and working conditions.
The production head further shares his authority and responsibility with production manager to achieve the target and select the workers.
The production manager in turn shares with the supervisor to select the workers.
This sharing of authority and responsibility between the director, production head, production manager and the supervisor will result in systematic distribution of authority at every level automatically. Thus we say that delegation leads to decentralization.
Relation between centralization and decentralisation
An organization is centralized when decision making authority is retained by higher management whereas it is decnetralised when the authority is delegated.
Complete centralization means concentration of all decision making authority at the top level in the management hierarchy. On the other hand complete decentralisation implies the delegation of all decision making authority to the lower level of the hierarchy. Both these situations are unrealistic. An organization can never be completely centralized or decentralized. As it grows in size and competency, there is a tendency to move towards decentralisation. This is because in large organizations, those employees who are closely involved with the operations tend to have more knowledge about them than the top management. Hence there is a need for a balance between these co-existing forces.
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