Organization And Management Essay

INTRODUCTIONControl is the black market of assuring the economic doment of enterprise objectives. In the turbulent environment faced by solicitude, power and realize is necessity to anticipate problems, measure act against standards, subscribe corrective actions for deviations from plans and if necessary, modify plans.The term run across whitethorn have around negative con nonations for some. In the management process, it is a facilitating lead aiding the face to accomplish the align objectives.The primary responsibility for exercising restraint rests with management at HQ division with the execution of plans. In an g overnance, control consists in substantiating whether everything occurs in conformity with the plans adopted, the instructions issued and principles established. Its object is to point out weaknesses and errors in order to rectify them and prevent recurrence.It operates on everything, things, people, and actions. It is wrong to assume that lone(prenomi nal) make management has the responsibility for power and control and that at that place is superficial take aim for control at lower levels of management. While the scope for control whitethorn vary to some extent depending upon the position of an employee in the hierarchy, tout ensemble those who have responsibility for the execution of plans need to exercise control too.M/s engineering Products is an engineering company, ground in UK, manufacturing mechanical tools for non-homogeneous industrial manufactures .Due to the marketing trend and policy change, the company sometime in 1980 did some major deviations by closing and selling some units and now in the trade of defense, industrial services and auto parts. The company is in the line of exporting components to different countries. It has processed for expansion, 50% of the employees argon stationed in Western Europe and North America. Bulk of the sales is taken look at by Western Europe and America and a very tiny por tion by UK.AIMS AND OBJECTIVESThe major prerequisites of control are two a plan and a twist.a) Plan controls must be based on plan. The more(prenominal) clear and complete the plans are the more effective controls seat be plans become the standards by which the actions are measured.b) Structure in that respect is need for a structure to know where the responsibility rests for deviations and corrective action, if any needed. As in the case of plans, the more clear and complete the organization structure is, the more effective control fundament be. Controls, to be effective, should share the chase basic characteristicsAppropriate Controls should correspond to an organizations plans. Controls designed for a focusing Executive are inappropriate for a supervisor strategical Control should serve a strategic purpose and provide billet on absolute and negative exceptions at critical points.Acceptable Controls provide not clobber unless people want them to. They should be accepta ble to those to whom they engage. good and objective Controls should be accurate and unbiased. If they are unreliable and subjective, people willing resent them.THE POWER AND CONTROL PROCESSIn the Engineering Products the control process theatrical role involves terce steps (a) establishing standards. (b) measuring performance against these standards, and (c) reinforcing achiever/correcting deviations.a) Establishing Standards Standards mean criteria of performance. Standards may be of many an(prenominal) kinds and include verifiable oddments set in qualitative or quantitative terms. Engineering Products has established standards in areas such as(a) Profitability (b) Productivity (c) Market Share (d) histrion action (e) Innovation (f) Social ResponsibilityStandards are based on past performance, managerial judgment or scientific analysis. Standards are used to measure performance and judge success or failure.b) Measuring of Performance Essentially, it is a comparison betwi xt what is and what should be the performance. Ideally, measurement should be through with(p) on a forward-looking basis to predict probable deviations from standards quite a than merely be used as a post mortem exercise.c) Reinforcing mastery/Correcting Deviations When plans and organization structures are clear, it is easy to reinforce success and avoid failures. When deviations are noticed or apprehended based on warning signs, the reasons evict be analyzed and appropriate corrective actions taken promptly.LITERATURE come offPOLICIES AND DESIGN CHOICES IN CONTROLEngineering Products are following three options in exercising controlcentralization or delegation semi nut or informal propose or substantiating preferences for one or a mix of all options are matters of judgment. Each option has relevance in a particular(prenominal) situationCentralization or missionCentralization is an approach where control is exercised by the HQ or the top management group. Thus, functional autonomy will be lacking at operating levels.Delegation, on the contrary, manifests transfer of decision-making authority downward and outward in spite of appearance the formal structure. Sometimes, decision-making power is transferred downwards in a hierarchy prescribing limits on the scope and type of decisions.Centralized Controlmakes it easier to coordinate the activities of various subunits/departments in an organization.seeks to achieve balance among various functions because the top management fuel be expected to have a broad organization-wide perspective.proves more useful because control will be in the hands of senior, experienced top executives.is necessary to sate extraordinary situations.is economical since duplication in activities and resource use can be avoided.Delegation and decentralization too have positive featuresthey relieve the top management from overload.motivate individuals to give better performance due to opportunities for individual freedom, daintines s and control.contribute to the personal and professional reading of managers. people at operatingDirect or IndirectThere are two carriages of controlling. One way is to supervise subordinates activities closely, draw in deviations to the persons creditworthy and get them to correct their practices. This is called validating control The new(prenominal) way is to develop high calibre managers who will properly understand and apply managerial principles, functions, techniques and philosophy, make few mistakes and initiate corrective actions, wherever necessary, themselves. This is called direct control. The higher the quality of managers and their subordinates, the less will be the need for indirect controls.Conflict and NegotiationLife is a never ending process of one conflict after an early(a). Conflict has always been widespread in society but it is only recently that it has generated a make do of quest and has been the focus of research and study. Employees have become more vociferous in their demands for a better deal. Various departments in an organization face a situation full of conflicts due to a number of reasons like goal diversity, scarcity of resources or task interdependence etc.Negotiation is an adjudicate to find a solution that reconciles or integrates the needs of both parties who knead together to define the problem and to identify mutually satisfactory solutions. In negotiation, there is open expression of feelings as well as exchange of task-related inorganization. The most critical ingredients in successful negotiation are1 Definition of the problem should be a joint effort based on shared fact finding.2 Problems should be stated in terms of specifics.3 Discussions between the groups should consist of specific, non-evaluative comments and questions should be asked to elicit information.4The groups should work together in developing alternative solutions.5 solely agreements about separate issues should he considered tentative.Witho ut trust, each group will fear manipulation and may not reveal its true preferences. Secondly, integrative problem solving takes a lot of time and can succeed only in the absence of mash for a quick settlement.Direct control hastens corrective actions, lightens the burden caused by indirect control and subordinates feel less concerned about outstandings subjectivity in rating their performance because in indirect control one would feel a close relationship between performance and measurement.METHODOLOGYThe central HR function at Engineering Products had been placed on a different platform after the other units placed at different places are moving towards internationalistic integration. integration. A system is being formed for interaction of different managers of different units and how international postings to be managed HR department at HQ office desires to play a more forceful role rather than doing only doing custom administrative work.The Dynamics of Personnel/Human Resou rce Management (P/HRM) is a dynamic discipline as it mostly deals with ever-changing work settings, characterized by people having varied cultural, social and religious backgrounds, diverse goals, multifarious expectations and attitudes. The military force scene itself has been changing quite dramatically over the years. say regulations, agonistic pressures, unionization of employees, do exert a strong influence on the way the personnel function is carried out in various organizations. all over the years, employees have become more sophisticated in their demands for high quality work environments, adequate benefits, proper training and career growth opportunities. All these factors compel world resource professionals to look for ways to improve their interactions with employees, other managers and outside groups in order to maximize worker productivity and satisfaction. changing Role of Human Resource in View of Social FactorsA number of environmental factors influence the work of HR office.They cannot perform in a vacuum. These factors influence the organization through human resources. External factors each or in combination can influence the HR function of any organization. The job of a HR manager is to balance the demands and expectations of the foreign groups with the internal requirements and achieve the assigned goals in an efficient and effective manner. The HR manager has to work closely with these constituent parts, understand the internal kinetics properly and devise ways and means to survive and progress.Local and State FactorsState is the custodian of industrial and economic activities. The emergence of problems on the industrial front in the form of trade union movement, failure of many employers to deal fairly with workers, non-fulfillment of plan targets forced the states to intervene in human resource management and to enact various pieces of labor legislation.UnionsUnions have in any case gained strength. At present, these organizatio ns constitute one of the power blocks in many countries. With the formation and recognition of these organizations, the issues relating to employee interests are no longer determined by the biased actions of management. These have to be discussed with union representatives invariably. In consequence, the scope of managerial discretion in personnel activities has been narrowed down.Changing Work Values presidencys must now advance from general af rigidation and enthusiasm for the career culture of their personnel to greater precision. The concepts and goals development programmes must be more precise, more widely understood, reflected in formal policy statements and translated into institutional and personnel practice. monomania from the job, increasing counter-productive behavior, rising expectations and changing ideas of employees are some of the other factors responsible for the changing values and roles of human force. Consequently it has become imperative for the management to include benefits to improve morale, introduce a machinery to redress grievances, encourage employee connection in decision-making and the like to pave the way for industrial betterment and to meet the ever increasing demands of workforce. burnish In brass sectionEvery organization has some characteristics which are common with any other organization. At the analogous time, each organization has its unique set of characteristics and properties. This psychological structure of organization and their sub-units is usually referred to as Organizational Culture.Organizational culture is a relatively enduring quality of the internal environment that is experienced by the members, influences their behavior, and can be described in terms of values of a particular set of characteristics of the organization.Organizational culture is the set of characteristics that describe an organization and that (a) let out one organization from other organizations (b) are relatively enduring over time and (c) influence the behavior of the people in the organization.Organizational Culture is a relatively uniform perception held of the organization, it has common characteristics, it is descriptive, it can give away one organization from another and it integrates individual, group and organization system variables.ORGANISATIONAL STRUCTURE.Organization structure refers to the formal, established pattern of relationships amongst the various parts of a firm or any organization. The fact that these relationships are formal implies that they are advisedly specified and adopted and do not evolve on their own. Of course, it may sometimes happen that given an unusual situation, new working relationships may evolve and which may later be adopted as representing the formal structure.Only when relationships are clearly spelled out and accepted by everyone, can they be considered as constituting a structure. This does not mean that once established, there can be no change in these relationsh ips. Changes may be necessary with passage of time and change of circumstances, but frequent and strange changes are to be avoided.ReferencesPeters, Thomas, J. and Waterman, Robert H., 1999. Management of Development Programmes, Harper and Row impudent York.Elbing, A.1998. behavioural Decisions in Organizations, Scott Foresman Glenview.P.0.1991. A Stud .of Decision Making muse Choice. MIT Press Cambridge.Vroom, V.1-I and Yetton, P.W.1997. 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