Board Committee Organization Structure Of Starbucks Marketing Essay

Board Committee Organization Structure Of Starbucks Marketing Essay In 1971, four people fill with passion of coffee open their first coffee retail store-Starbucks in Seattle, Washington. By 1981, the company had 4 retail stores, which were sale whole bean coffee. Howard Schultz, who is the chairman and CEO of Starbucks, was hired and join the marketing team in 1982. At that time, Schultz wanted to create an idea that Starbucks become Americans third place to go, which is a place people can enjoy, relax themselves and not far away from work or home. Hence, Schultz suggested company set up an espresso bar in the retail, hence, the idea was allow to test in the sixth store in 1983. From then on, the development of company increased significantly. Few years later, Schultz bought Starbuck. After Schultz took over the company, Starbucks turn into high-speed expansion stage. By 1992, Starbucks already had 140 stores, which serviced coffee, beverage, cake and some stores even sold jazz CDs (Tuck business school, 2002). Now, Starbucks is worldwide company wi th 17,800 stores in 49 countries including more than 10000 stores in US, 1000 in Canada and 800 in UK (google map, 2010) Methods Data collection methods Methodology As members of Group 8 (ASB 4431 Organisations People Assignment Groups 2010-11) perusing a Masters degree in Bangor University, have done a report on Starbucks critically evaluating the organisations structure, strategy, culture, and management/leadership style. Data collection method The research strategy that the study utilized is the explanatory or Analytical research approach. As this study is based on our analysis of Starbucks, structure, culture, leadership and other issues would be explored; questions will need answering thereby a need to understand the phenomena. The use of a Qualitative data analysis will be employed since the data we use will all be non-numeric data. Saunders et al, (2009) Source of data Secondary data was obtained from already existing data mainly from Starbucks website, other Internet sources, journals and textbooks. Issues and challenges There are three issues considered in this report, first is the resource constrains, most of the articles we found are all available online, however not all of them are free to assess, especially for those authoritative articles that always need to pay to assess, for example, the book named Pour Your Heart Into It: How Starbucks Built a Company One Cup at a Time, which written by Starbucks CEO Howard Schultz is a good reference for our report, however, we can not assess it without buying it. Second issues is the lack of critical review for Starbucks, most paper we found was regard Starbucks as the positive example in explaining organisational behaviour, there is no doubt that Starbucks doing a great job in rewarding their employees, however it brings challenges to be critical in our report. The final issues is the ethical and legal issues, as all the article we found can published publicly, and we all using appropriate reference, as a result, there is no ethical and legal issues to co nsider for our report. Analysis In this study, qualitative data analysis has been conducted to evaluate the organisational feature of Starbucks Corporation rather than using quantitative analysis such as statistical analysis.   In order to gather the data, remote data collection, such as Internet search and literature review about has been mainly conducted.   The purpose of this study is to critically evaluate the organisation structure, strategy, culture and management or leadership applications of Starbucks Corporation, therefore all information are gathered by internet search and literature review.   In order to analyse gathered data to evaluate feature of Starbucks Corporation, observed data analysis method has been practiced.   Comprehensive search for several facts related to structure, strategy, culture and management/leadership applications of Starbucks, has been executed by using Internet search and literature review.   Afterwards, critical evaluation has been conducted to link all information or ganically.   Finally, all analysis results were integrated and final conclusion has been created. Results Overview of corporate strategy business goals Mission statement A mission statement is a brief description of an organisations fundamental purpose, which is steered in outlining the existence of the organisation; this is to enable members of the organisation to be aware of the companys purpose as well as the general public. (David, 2009) A mission statement should be a short and brief declaration of goals and objectives. The primary goal of any business is to maximize stakeholder worth, which includes shareholders of the business, business employees and clients or customers who purchase business goods and services. (David, 2009; Abell, 1980) Diverse works have outlined what should be covered in a mission statement (Abell, 1980; Pearce and David, 1987). It is not the content of the mission statement that really matters but rather the process used to prepare the document and the principles employed to fulfil the prepared document (Mullane, 2002). In the mission statement of Starbucks which talks about inspiring and nurturing the human spirit one person, one cup and one neighbourhood with principles to live out every day as an organisation to fulfil their mission statement. The principles below are what Starbucks employ in achieving their mission statement; Our Coffee; It has always been, and will always be, about quality. Were passionate about ethically sourcing the finest coffee beans, roasting them with great care, and improving the lives of people who grow them. We care deeply about all of this; our work is never done. Our Partners; Were called partners, because its not just a job, its our passion. Together, we embrace diversity to create a place where each of us can be ourselves. We always treat each other with respect and dignity. And we hold each other to that standard. Our Customers; When we are fully engaged, we connect with, laugh with, and uplift the lives of our customers even if just for a few moments. Sure, it starts with the promise of a perfectly made beverage, but our work goes far beyond that. Its really about human connection. Our Stores; When our customers feel this sense of belonging, our stores become a haven, a break from the worries outside, a place where you can meet with friends. Its about enjoyment at the speed of life sometimes slow and savored, sometimes faster. Always full of humanity. Our Neighbourhood; Every store is part of a community, and we take our responsibility to be good neighbours seriously. We want to be invited in wherever we do business. We can be a force for positive action bringing together our partners, customers, and the community to contribute every day. Now we see that our responsibility and our potential for good is even larger. The world is looking to Starbucks to set the new standard, yet again. We will lead. Our Shareholders; We know that as we deliver in each of these areas, we enjoy the kind of success that rewards our shareholders. We are fully accountable to get each of these elements right so that Starbucks and everyone it touches can endure and thrive. Environmental Mission Statement; Starbucks is committed to a role of environmental leadership in all facets of our business Our Starbucks Mission Statement; Our mission: to inspire and nurture the human spirit one person, one cup and one neighbourhood at a time. (Starbucks: Our Mission Statements) Business strategy To understand and analyse corporate strategy and business goal of Starbucks, we firstly need to have a clue of what corporate strategy is. By Johnson and Scholes, corporate strategy is defined as: Strategy is the direction and scope of an organization over the long-term: which achieves advantage for the organization through its configuration of resources within a challenging environment, to meet the needs of markets and to fulfil stakeholder expectations. In the case of Starbucks, the organization is employing Porters Differentiation Focus Strategy. This strategy provides a product or service to a specific market niche and differentiates from competition in specific areas. (Rebecca Larson, 2009) Starbucks does not exist as a low-cost company to the competitors. It focuses on the specialized selections, provides specially tailored lines of coffee and tea related products for a premium price. Starbucks does not promote itself by using traditional means; they generally concentrate on high-level marketing and branding by word-of-mouth, as well as alliances and partnerships. They try not to promote the company, however automatically they are promoted by providing customer support and also their excellent works in which up to now has becoming a successful strategy. By the companys hard work, focusing on details and ethical decision-making, customers have experienced a wonderful service, as a result, the company gradually built up its reputation and becoming one of the most valuable global brands.(Theodore,2002,p.62) It is incredible that Starbuckss achievement with very few commercials, ads or any other kind of marketing means. Starbucks could not become a coffee-related products giant retailer and remain long-term success only by selling coffee on its own. One important part of the companys strategy is strategic alliances, which could also be called joint venture approach. This strategy leads the globalization of the company with higher recognition and reputation of the brand also exposing the brand to other potential customers. The variety of companys products is relatively being expanded demographically and geographically. For example, in order to advance social and economic equality, the company allied with NAACP, the company donated and together with NAACP organized events for social equality has becoming a great success. It showed that Starbucks is no longer a simple business organization, it also exists as a charity and that brings the company higher reputation. They also partnered with Barnes and Noble bookstores to be the in-house coffee shop in 1993, (Isidro, 2004) co-produce coffee-related drinks such as Starbucks Frappuccino with PepsiCo from 1996, formed alliances with ice-cream manufactures and hotel chains to offer Starbucks brand and flavored ice-creams and Starbucks coffees within the hotels (Rebecca Larson, 2009). Explanation of organisational structure Board Committee organization structure of Starbucks The structure of Starbucks Company is shown in Figure 1.   As mentioned by Starbucks Corporation Fiscal Annual Report (2009), as group member of the Board of Directors, Howard Schultz was appointed to Companys chairman and chief executive. Barbara Bass, William W. Bradley, Mellody Hobson, Olden Lee, James G. Shennan, Javier G. Teruel, Myron E. Ullman and Graig E. Weatherup were appointed to director individually. Kevin R. Johnson and Sheryl Sandberg were appointed to Chief Operating Officer individually. Additional, Starbuck Corporation consisted of 38 members of Senior Officers. Board Committees are composed of Audit and Compliance Committee, Corporation Compensation and Management Development Committee, Nominating and Corporate Governance Committee. Composition Job Design Board of Director The Board of Director inclusive twelve members, independence of each member are requested to meet of the NASDAQ Stock Market efficiently. When Board getting direction about recommendation of the Nominating and Corporate Governance Committee, the Board of Directors will appoint a new member in case of there is a vacancy occupation occur on the Board. The Board of Directors of Starbucks Company are responsible for monitoring company powers and ensuring that the company business meet goals which is requested by shareholders. The Board have responsibility to select nominees for the Board of Directors who have appropriate qualifications and diversity of backgrounds experiences. And also, it is in charge of appointing chief operating officer.   (Starbucks Corporation Fiscal Annual Report, 2009) Composition Job Design Audit and Compliance Committee The Audit and Compliance Committee are in charge of financial reporting and internal, external audit processes. The Committee assists the Board of Director reviewing financial issue. The Committee was appointed from the Board of Directors. The Committee have three members at least and all of them shall match The NASDAQ Stock Market requirements independence. The Committee be recommended by the Corporate Governance Committee, and finally appointed by the Board of Director. The Committee has authority to investigate any financial activity and free access to members of management. It is retain independent legal counsel. All employees have responsibility to assisting members of the Committee investigation (Starbucks Corporation Audit And Compliance Committee Charter, 2010) Composition Job Design Corporation Compensation and Management Development Committee The Compensation and Management Development Committee has responsible for working with management to establish appropriate compensation practices for the Company. There are deciding the benefits and compensations for senior officers of the Company. The Committee consists of three members at lease, which one member be required come from Board of Director. The members of Committee will be pointed from Board as well. The Committee conducts an annual review of companys compensation for Senior Officer instead of president and chairman. Together with the Chairman of the Corporate Governance Committee, the Chair of the Committee shall annually review the performance of the president and chief operating officer and meet with them to share the findings of such review when after discussing with the member of independent directors of the Board (Starbucks Corporation Compensation and Management Development Committee Charter, 2010). Composition Job Design Corporation Nominating and Corporate Governance Committee The Corporate Nominating and Corporate Governance Committee is responsible for developing and implementing policies and procedures of the Board of Directors. They are intended to constitute and organize appropriately to meet its obligations to Starbucks Company and its shareholders. The Committee will be comprised of at least three members, all of whom have to meet the independence requirements of the NASDAQ Stock Market, LLC as well as. Under Board of Directors direction, members of the Committee and a Chair of the Committee shall be appointed. The Board of Directors shall appoint a new member or members, which is a vacancy on the Committee. The Committee have professional capability to assist Board identifying candidates personality. Reviewing the Companys Corporate Governance Principles and Practices annually according to changing shareholders interests and suggesting appropriate modifications to the Board of Directors. And evaluate the overall effectiveness of the organization of the Board Committees performance. Evaluation of the organisation structure of Starbucks According to SeaZone (2009), organisation structure of Starbucks Company is Matrix structure.  Ã‚  This is one type of organisation structures that is presented by Gareth Morgan.   The organisation structure is quite important to manage organisation, it plays important role for organisations activities.  Ã‚  Moreover, the organisation structure is related to its business purpose and aims. (Mullins, 2005)   Matrix structure is the organisation structure that has both of vertical structure and strong horizontal structure.   It requires employees to have two reporting relationships concurrently.  Ã‚  In this structure, employees work in provisional group constituted by employees from different function.  Ã‚  There are two lines of authority in this structure and employees have two bosses in their team namely boss for their project and boss for their function. (Mullins, 2005) Specific future of matrix structure Matrix structure provides organisation flexibility, and contributes to keep security and control of project information.  Ã‚  Moreover, organisation can have a possibility to develop stuff well.  Ã‚  (Mullins, 2005)  Ã‚  However, there are some disadvantages of matrix structure.  Ã‚  At first, there is limitation of number of employees who report to the project manager directly, because most of all stuffs are assigned from department managers.  Ã‚  This situation may lead uncertainty in organisation and employees may be unwilling to accept that their situation is changed constantly and willing that they establish in their functional group.  Ã‚  Next, matrix structure has a possibility that organisation make more complex.  Ã‚  Thirdly, extension of the authority of manager to the stuff coming from other sections can be a course of problem in organisation.  Ã‚  Finally, it is expected that functional group may not attention to their normal tasks and role.  (Mullins, 2 005)   What is required in matrix structure? Matrix structure strongly deeply rely on teamwork spirits, it demand culture of co-operation.  Ã‚  In this structure, managers are required high level of behavioural and management ability and organisation needs culture of collaboration.  Ã‚  It is necessary to educate employees to support other stuffs and to create the teamwork spirits.  Ã‚  Moreover, stuffs must have a special competence to solve the conflict in their team in the matrix-structured organisation.  Ã‚   How organisation structure works in Starbucks There are some disadvantages in matrix structure as mentioned before, however, Starbucks, especially Howard Schultz, CEO of Starbucks Company, may have understood these problems.   Therefore he gave special statement to employees when he expanded Starbucks structure to reinforce their internal and external communication in 2008.  Ã‚  He has explained the difficulties of doing business in situation in those days and strongly suggested change of not only structure but also employees in order to enhancing the customer experience.  Ã‚  In that message, he also stated that structure of Starbucks Company faced the revolutionary  change, however it was necessary to improve customers and stuffs experiences and recapture the vigour and benefits in the company.  Ã‚  As he explained in that message, he recognised or realised that this structural modification was hard for some stuffs owing to increase and complex of their tasks, however he also described that he made this decision unde rstanding these kinds of issues.  Ã‚  He explained that he had decided this numerous change of structure with speculation and he respected for stuffs concerned.   (Starbucks, 2008) Analysis of organisational culture With the development of economy, the competitions between companies not only aim at the product they offered but also their internal organisation culture. Deal and Kennedy researched organization culture for 15 years and they found that organisation with weak culture always beaten by organisation with strong culture (1999). Edgar Schein who is generally consider the father of organization culture defined that organization is a pattern of basic assumptions invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation and internal integration that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problem (1985). Organization cultures pay attentions to individuals in a organization that it establish an appropriate platform make individual join in the organization quickly and help people work together toward the same organizati on goals. In addition, organization culture help employee improve their personal ability and knowledge to maximum. In the meantime, organisation culture forms the external performance and reputation, which are important to decision making during purchasing Starbucks is one of the successful chain coffee stores. It is because it has a unique organisation culture. In order to understand internal culture in Starbucks, we will use the Great Holsfedes cultural framework. Holsfedes used different five aspects to evaluate culture, which are power distance, individualism, masculinity, uncertainty avoidance, long term orientation (Holsfedes, 1991). . Base on this model, it can reveal that Starbucks have long power distance, because every employee in Starbucks have the same basic rights no special treatment. In addition, for the gander issue, Starbucks view all the employees the same regardless of their gender, thus, Starbucks has high masculinity and femininity. And it also has low uncertainty avoidance; due to it have a vast number of brunch stores abroad, Starbucks has to take huge risk for that. In terms of collectivistic, Starbucks belongs to high collectivistic, although it have branch store everywhere, but there is a core team to conduct the whole company. Starbuck still pay attention to environment and other charity event, so Starbucks is long term oriented. The strong power of Starbucks organisation culture appeals a great number of people, including both consumer and potential employee. Great quality of coffee and well service make Starbucks become a global company with hundreds of chain stores. Its organisation present a great service, consumer always be expected to be confronted with enthusiastic well trained employees with a great number of coffee knowledge and their service always base on consumers need. Starbuck also appeal people because of its values. As we talked above, Starbucks support many organisations in a long term, such as Conservation International, The Earthwatch Institute, Save the Children, Mercy Corps, the African Wildlife Foundation, and Planet Green. Starbucks convey a message that corporations need to concern about the society and environment around them. And then, Starbucks establish diversity internal working environment in order to satisfy the entire consumer. The strong organisational culture in Starbucks also embodied in the way they treat their employees. Starbucks hold a job fairs every year in different places, and there are also some guidelines for manager to interview the candidates and test whether they have full knowledge about the companys product, and who are adaptable, dependable and passionate in interacting with customers. Starbucks also need to deal with hundred of thousands of online applications using software developed by Taleo, this software help to screen out the candidates by answer the basic information and skills-based questions (Weber G. 2005). After recruiting people, Starbucks will also offer 24 hours of trainings to their employees, and learn how to use espresso machines, how to interact with the customers, the process and production of coffee beans. During the training, employees also need to understand the companys mission statement, and bring company culture to their customers (Cesario Minor, Jr. 2009), Starbu cks spends more on recruitment and development than on advertising which in 2004 is $68.3 million (Weber. G.2005), the mangers and assistance mangers also have trainings in computer, leadership and coffee knowledge. As Starbucks offers both product and services, people become an important factor in maintaining the quality, Starbucks treat their employees as partners by connecting their contribution to companys market value, and give the opportunity to share the success in the company, their employees are highly involved in companys activity by reporting their concerns to companys Mission review team, each employee will receive a comment card when they newly hired, and they can write down some suggestion, advice or disagreement in management decisions, the managers will response and sign for all the comment cards within two weeks, and their CEO Howard Schultz also review all the comments every month(Cesario Minor, Jr. 2009), the high involvement also increase the level of responsibil ity to the company. Starbucks also well known in retaining and rewarding their employees by good salary, stock options and health cares, according to Thompson Strickland (1999), the store employees were paid $6 to $8 per hour that is above the average minimum wages, their employees can also paying the initial years price and receiving the current years price by cashing in one-fifth of the shares granted each succeeding year. Part-time staffs is the major workforce in Starbucks, and they receive the same health insurance as full-time employees, the insurance including preventive care, crisis counselling, dental care, eye care, mental health care and treatment for chemical dependency. Howard Schultz also been invited to white house and meet with president Clinton to brief the Starbucks health care programme in 1994. Starbucks have a relative low turnover rage compare with the other companies, the turnover rage for Starbucks was about 65% compare with 150% to 400% for other retailers and fast-food chains, and the turnover rate for store manager was much lower, which is 25% compared with 50% in other retailers. Starbuckss organisation culture, especially the strong spiritual culture appealing lots potential employees, employees not only attracted by the salary, stock plans and health care, they would like to work for Starbucks because the trust, power and autonomy given by the organisation, Starbucks promotion for fair trade and environmental contributions also bring positive image and reputations. Critical evaluation of Management Leadership practices CE for business goal CE for organisational structure Critical evaluation of Management and Leadership practices As we have described previously, the organisation structure of Starbucks is the matrix structure. This structure influence management style and leadership style, too. The matrix structure strongly relies on the teamwork and relationship between employees and managerial stuffs. In the matrix structure, a line of command and report is complicating and the line is changed frequently. Therefore, employees are required more complex work rather than in other organisation structures. Moreover, organisation must provide employees good education system to create teamwork spirits in organisation. Additionally, in order to lead employees in the matrix structure, strong leadership and well-organised management style is necessary. (Mullins, 2005) It would appear that Starbucks Company might be able to overcome with these problems coming from disadvantage of the matrix structure and achieve to create good working relationship atmosphere. Therefore, they have been awarded a prize of 100 Best Compan ies to Work For by Fortune during 1998 to 2009, except 2001. (Starbucks 2010) CE for organisational culture There are two critical issues to discuss in Starbucks culture, firstly, David A. Pace, who has been an Executive Vice President of Partner Resources of Starbucks Corporation since 2002 said that, even company were to hit hard times, the strategy of above-average investment in training and rewarding employees isnt going to change (Weber G. 2005). Starbucks now is an successful company, and Paces announcement really help to build a good reputation on taking social responsibilities, however, once the company suffer from the crisis, can they still keep the promise, if they can, it helps to gain more support from their employee, but if they cant, the employees will feel disappoint and may break down the reputation. Secondly according to Weber G. (2005), Howard Schultz, the CEO of Starbucks on October told Business week Online that, for the following two years, Starbucks would spend more on employee health care costs than it does on coffee. What Schulze said may have both impacts on their employees and customers. For their employees, they will feel appreciate and proud to work for Starbucks, and it may also attract more people desired to work for Starbucks. For Starbucks customers, some may feel Starbucks is a responsible and ethical company and feel comfortable to buy coffee from Starbucks. However, spending less on coffee may misleading other customers that the company will pay more attention on employee health care rather than coffee, customers may feels they are not regarded. Conclusions recommendations Conclusion Business goal Organisational structure As previously mentioned, Starbucks adopts matrix structure for their organisation structure. (SeaZone, 2009)    Matrix structure has a complex aspect owning to the characteristics of that structure, namely it has both of vertical structure and strong horizontal structure.   Matrix structure provides organisation flexibility, and contributes to keep security and control of project information.   Moreover, organisation can have a possibility to develop stuff well. (Mullins, 2005)   On the other hand, matrix structure has disadvantages, for example, it has limitation of number of employee who report to the project manager directly, moreover, matrix structure has a possibility that organisation make more complex. (Mullins, 2005)   However, Starbucks seems to have good relationship and well-organised education system for managerial stuffs to overcome with these disadvantage and they seems to convert these disadvantages to advantages of matrix structure.   Moreover, Howard Schu ltz, CEO of Starbucks, has strong leadership and he is trying to encourage stuffs in order to achieve their business well. (Starbucks, 2008)   In reality, the fact that Starbucks have been awarded a prize of 100 Best Companies to Work For by Fortune during 1998 to 2009, except 2001 gives evidence that many stuffs who are working for Starbucks satisfy to work in this circumstances. (Starbucks 2010) Organisational culture To conclusion, the Comprehensive and thoughtful organisation culture is Starbucks core competitive strategy, which is not only appeal potential employees but also the customers. Almost all the customers satisfied Starbucks services because they are treated very well. At the same time, they are faced with passionate employees and high quality coffee. For employees, they have well trained before they participate in the work formally, which allow them to introduce customer professionally. In addition, employees are satisfied with the wage and even part-time employees have the insurance as well. Feedback makes Starbucks culture special then their company. Their employees have the rights to write down their disagreement or suggestion to company. Recommendations Business goal Organisational structure(included in conclusion) Organisational culture As we know, Starbucks turnover rate is low, because their rewarding system attracts a great number of employees. We recommend company could change its rewarding system to performance base system, which means employees rewarding base on their personal working performance (e.g. set up best employee of the month/year). In terms of health care of employees in Starbucks, it is excellent to treat their employees in such a good way. However, consumers need an image that Starbucks devote itself to improve the quality of coffee and develop the environment in stores. Hence, we recommend Starbucks could increase spending on retail store decoration and offering more kinds of food.

Iago – character study

Iago is the villainous character of ‘Othello' and it is his behaviour that ultimately leads to the downfall of Othello himself, the tragic hero. Iago is duplicitous; to all the characters he is a source of friendship, honesty and knowledge, but in soliloquis he reveals his real self to the audience. It becomes apparent that his machinations are fuelled by anger and a desire for revenge, and he carries them out with an aura of self-belief and resoluteness. What makes Iago so different from the others is that he is calculating; while Othello operates and hindsight and naivety, Iago is much more perceptive and uses foresight. Although on the exterior Iago projects an image of practicality, rationality and self-confidence, it emerges that his behaviour stems from distraught emotions and feelings of inferiority. Iago's thoughts and attitudes are clear from the beginning of the play, and they are what drive him on into bringing down Othello. He calls virtue ‘a fig' and tries to persuade Roderigo that there is little point in being moral. His first word of the play, in Act I Scene I, of ‘SBlood' is an indication of the kind of man Iago is. This violent swear is fitting for the rough soldier, however it veils the cunning and cleverness which he possesses. Further proof of his cruel nature is exposed when he is in dialogue with Roderigo, saying â€Å"Drown cats and blind puppies†¦ † It is also during this scene that Iago reveals the dominant reason behind his loathing of the Moor, which is that Cassio, who Iago describes as a ‘bookish theoric' has been chosen over him as the new lieutenant. He is angered at the fact that Cassio's many paper qualifications diminish his extensive field experience, and so divulges to Roderigo that he in fact does not serve Othello, but instead serves himself. This is summed up with his line ‘I am not what I am. ‘ While it seems to the other characters, and indeed to Othello himself, that Iago is devoted to The Moor, really he is engineering Othello's demise. Also, in this and other scenes of the play, a racist element to Iago, and another reason of his hatred of Othello, is evident. This is illustrated by his crude line to Brabantio (Desdemona's Father) of ‘An old black ram is tupping your white ewe. ‘ The ‘black ram' meaning Othello, and the ‘white ewe' referring to Desdemona. Iago's view that he is inferior seems to have been established due to the fact that Othello, who is black, holds a higher ranked position than himself. Another of Iago's thoughts is visible by his constant use of the words ‘Fill thy purse' and ‘put money in thy purse' during his speech to Roderigo in Act I Scene 3. This suggests that Iago believes a life full of money and material possessions is that path to happiness. He reinforces this when speaking with Othello, stressing the importance of name and reputation by stating, â€Å"Good name in man and women, dear my lord, is the immediate jewel of their souls. ‘ He seems to have no desire for love, and treats women with disrespect, calling his own wife, albeit jokingly, a common prostitute. However, women, the audience is lead to believe, are the basis of further motivation for Iago to destroy Othello, as during one of his soliloquis he says he will not be satisfied, â€Å"Till I am evened with him [Othello] wife for wife† There are two distinct sides to Iago's behaviour throughout the first three acts of the play. Publicly, Iago is a friend to all. To Othello he is the trusted ‘ancient' and to Roderigo a counsellor and friend. Many of the characters refer to him as ‘Honest Iago' and when Othello arrives at the scene after Cassio's drunken episode, it is Iago he trusts to tell him the truth about what happened. All this however, is merely a faiade to the real Iago. Only alone, and partially when Roderigo is present, does he begin to act as his real self. During these times he openly mocks the Moor and Cassio, and make slanderous comments about women. It is during these rare moments of privacy that he reveals his plans for Othello, and the motives behind them. Firstly, A classic example of a trademark Iago scheme takes place in the first scene. Acting upon emotion and anger, Iago devises a well thought out plan, and with trusty sidekick Roderigo, proceeds to Brabantio's home. There, he drops his defences and to a degree, the real Iago comes alive. They break to Brabantio the news of his daughter's secret marriage to Othello, and he is enraged, as Iago knew he would be. However, using forethought and perception that Iago seems to be the only character in the play to be blessed with he departs conspicuously early in order to go to Othello and warn him that Brabantio is after him, and so keep intact the alternate part of his character, the ‘Honest Iago. ‘ In this, like so many of Iago's other ploys he has initiated the action because of his twisted deep hatred of the Moor and own self-serving nature, but it is Roderigo, who Iago has exploited, who delivers. In addition to Iago's exploits in Venice, he too drives the action once everyone arrives in Cyprus. Not surprisingly, the success of his plan hinges upon the ability of Roderigo, whom Iago has convinced that if the Moor is eliminated, he will have another chance with Desdemona, who Roderigo is totally in love with. Roderigo however is not the only one who has allowed themselves to be manipulated by Iago's eloquence. Cassio too, falls under his spell when he is convinced to have just one more drink. Iago's ability to persuade and cajole in his subtle, general, almost casual way is one of his most important traits, which he uses to devastating effect on Othello, and leads him in to believing Desdemona is having an affair. A crucial part in every one of his plans is his own confidence. He carries out his actions with aplomb and when present he is a commanding figure, dominating the stage and speaking with powerful assurance, much like Othello in the first act, when Brabantio insults him and accuses him of witchcraft. To the audience, Iago's behaviour qualifies him as the villainous character of the play, and his immoral nature is plain to see. He takes advantage of Othello's trust, and preys on each of the main character's weaknesses in turn, out of spite and self-interest. He claims, however he doing this for valid reasons, and through soliloquies begins to break down the barrier between himself and the audience by exposing his inner thoughts, in an attempt to provoke pathos and justify his actions. In addition, Iago's style of language plays an important role in establishing his character. He has a unique way of speaking, and when he does, it seems he holds the attention of everyone on stage. His speech is so important to the development of the plot in fact, that large parts of scenes are devoted entirely to him in soliloquis. Throughout the first three acts of the play he speaks with the utmost confidence in himself, and he has the ability to inspire similar confidence in others, or he can use his eloquence to push others, albeit gently, into a state of angst and worry. Firstly, one of the dominant features of Iago's speech is his constant use of hypocrisy. For example, at the opening of Act I Scene 2 Iago tells Othello how Roderigo †¦ â€Å"spoke such scurvy and provoking terms against your honour†¦ † when really, as the audience knows, it is Iago himself who so often insults the Moor behind his back. Irony, on the other hand, is not used by Iago himself, but it is present when the others characters of the play refer to him as ‘Honest Iago,' when really, this could not be further from the truth, as Iago's whole surface demeanour of respectability and friendship is a lie. A number of Iago's speech techniques become evident in Act 1 Scene 3, as he counsels the downcast Roderigo, who has been rejected by Desdemona. Throughout his speech, Iago uses a series of imperatives, preying on Roderigo's weakness of needing to be led. He orders Roderigo, ‘Come, be a man' and ‘Put money in thy purse. The latter of these two phrases is repeated several times by Iago, as he attempts to instil in Roderigo his own idea that happiness stems from material wealth. Not only is Iago able to speak intelligently and with style, he occasionally lapses into the speech of a hard soldier, being sexist and racist, and playing on Roderigo's pride and virility. Unlike other characters in the pla y, Iago is an orator, and is able to use a delicate balance of emotion and reason in his words and, which he pulls of with absolute self-confidence, often with his style driving the argument over substance. His ability to persuade lies also in the fact that he is never absolutely specific, often speaking in a speculative, indirect style, or using ambiguous metaphors or rhetorical questions. He demonstrates his ability to manipulate and toy with people on two important occasions; the first is when he convinces Roderigo to aid him to bring about the downfall of Othello, and the second is later in the play, at Act 3 Scene 3, when he insinuates to Othello that Cassio and Desdemona are having an affair. It is Iago's language that shapes the play and drives the plot of the novel, as he is involved with every strand of it. He has a dominating presence and uses his eloquence to possess influence over every character, from the lowest citizen, to the highest-ranking official. In conclusion, over the first three acts of the play Iago's character is firmly established and his purpose and motives exposed to the audience. Whilst he keeps up a faiade of honesty and trustworthiness in public, in private he confesses to being immoral and self-serving. He is unique in that he is able to befriend all, and use a blend of emotion and rational calculation to achieve his goals, and simultaneously ruin others lives and careers. He does this without remorse and is propelled seemingly by his own unwavering self-belief, however if also becomes apparent that he is constantly at battle with his own feelings of inferiority, which he smothers by bringing down the lives of others and making them suffer, in the same way that he feels he has had to.

Introduction of Management

Chapter 1 Introduction of management Management  is a universal phenomenon. It is a very popular and widely used term. All organizations – business, political, cultural or social are involved in management because it is the management which helps and directs the various efforts towards a definite purpose. According to  Harold Koontz, â€Å"Management is an art of getting things done through and with the people in formally organized groups. It is an art of creating an environment in which people can perform and individuals and can co-operate towards attainment of group goals†. According to  F. W. Taylor, â€Å"Management is an art of knowing what to do, when to do and see that it is done in the best and cheapest way†. Management is a purposive activity. It is something that directs group efforts towards the attainment of certain pre – determined goals. It is the process of working with and through others to effectively achieve the goals of the organization, by efficiently using limited resources in the changing world. Of course, these goals may vary from one enterprise to another. E. g. : For one enterprise it may be launching of new products by conducting market surveys and for other it may be profit maximization by minimizing cost. Management involves creating an internal environment: – It is the management which puts into use the various factors of production. Therefore, it is the responsibility of management to create such conditions which are conducive to maximum efforts so that people are able to perform their task efficiently and effectively. It includes ensuring availability of raw materials, determination of wages and salaries, formulation of rules & regulations etc. Therefore, we can say that good management includes both being effective and efficient. Being effective means doing the appropriate task i. , fitting the square pegs in square holes and round pegs in round holes. Being efficient means doing the task correctly, at least possible cost with minimum wastage of resources. Management can be defined in detail in following categories : 1. Management as a  Process 2. Management as an  Activity 3. Management as a  Discipline 4. Management as a  Group 5. Management as a  Science 6. Man agement as an  Art 7. Management as a  Profession Management as science science is a systematic body of knowledge pertaining to a specific field of study that contains general facts which explains a phenomenon. It establishes cause and effect relationship between two or more variables and underlines the principles governing their relationship. These principles are developed through scientific method of observation and verification through testing. Science is characterized by following main features: 1. Universally acceptance principles –  Scientific principles represents basic truth about a particular field of enquiry. These principles may be applied in all situations, at all time & at all places. E. g. – law of gravitation which can be applied in all countries irrespective of the time. Management also contains some fundamental principles which can be applied universally like the Principle of Unity of Command i. e. one man, one boss. This principle is applicable to all type of organization – business or non business. 2. Experimentation & Observation –  Scientific principles are derived through scientific investigation & researching i. e. they are based on logic. E. g. the principle that earth goes round the sun has been scientifically proved. Management principles are also based on scientific enquiry & observation and not only on the opinion of Henry Fayol. They have been developed through experiments & practical experiences of large no. of managers. E. g. it is observed that fair remuneration to personal helps in creating a satisfied work force. 3. Cause & Effect Relationship –  Principles of science lay down cause and effect relationship between various variables. E. g. when metals are heated, they are expanded. The cause is heating & result is expansion. The same is true for management, therefore it also establishes cause and effect relationship. E. g. lack of parity (balance) between authority & responsibility will lead to ineffectiveness. If you know the cause i. e. ack of balance, the effect can be ascertained easily i. e. in effectiveness. Similarly if workers are given bonuses, fair wages they will work hard but when not treated in fair and just manner, reduces productivity of organization. 4. Test of Validity & Predictability –  Validity of scientific principles can be tested at any time or any number of times i. e. they stand the test of time. Each time these tests will give same result. Moreover future events can be predicted with reasonable accuracy by using scientific principles. E. g. H2  & O2  will always give H2O. Principles of management can also be tested for validity. E. g. principle of unity of command can be tested by comparing two persons – one having single boss and one having 2 bosses. The performance of 1st person will be better than 2nd. It cannot be denied that management has a systematic body of knowledge but it is not as exact as that of other physical sciences like biology, physics, and chemistry etc. The main reason for the inexactness of science of management is that it deals with human beings and it is very difficult to predict their behavior accurately. Since it is a social process, therefore it falls in the area of social sciences. It is a flexible science & that is why its theories and principles may produce different results at different times and therefore it is a behavior science. Ernest Dale has called it as a  Soft Science. Management as art Art implies application of knowledge & skill to trying about desired results. An art may be defined as personalized application of general theoretical principles for achieving best possible results. Art has the following characters – 1. Practical Knowledge:  Every art requires practical knowledge therefore learning of theory is not sufficient. It is very important to know practical application of theoretical principles. E. g. to become a good painter, the person may not only be knowing different colour and brushes but different designs, dimensions, situations etc to use them appropriately. A manager can never be successful just by obtaining degree or diploma in management; he must have also know how to apply various principles in real situations by functioning in capacity of manager. 2. Personal Skill:  Although theoretical base may be same for every artist, but each one has his own style and approach towards his job. That is why the level of success and quality of performance differs from one person to another. E. . there are several qualified painters but M. F. Hussain is recognized for his style. Similarly management as an art is also personalized. Every manager has his own way of managing things based on his knowledge, experience and personality, that is why some managers are known as good managers (like Aditya Birla, Rahul Bajaj) whereas others as bad. 3. Creativity:  Every artist has an el ement of creativity in line. That is why he aims at producing something that has never existed before which requires combination of intelligence & imagination. Management is also creative in nature like any other art. It combines human and non-human resources in useful way so as to achieve desired results. It tries to produce sweet music by combining chords in an efficient manner. 4. Perfection through practice:  Practice makes a man perfect. Every artist becomes more and more proficient through constant practice. Similarly managers learn through an art of trial and error initially but application of management principles over the years makes them perfect in the job of managing. 5. Goal-Oriented:  Every art is result oriented as it seeks to achieve concrete results. In the same manner, management is also directed towards accomplishment of pre-determined goals. Managers use various resources like men, money, material, machinery & methods to promote growth of an organization. Thus, we can say that management is an art therefore it requires application of certain principles rather it is an art of highest order because it deals with moulding the attitude and behavior of people at work towards desired goals. Management as both Science and Art Management is both an art and a science. The above mentioned points clearly reveals that management combines features of both science as well as art. It is considered as a science because it has an organized body of knowledge which contains certain universal truth. It is called an art because managing requires certain skills which are personal possessions of managers. Science provides the knowledge & art deals with the application of knowledge and skills. A manager to be successful in his profession must acquire the knowledge of science & the art of applying it. Therefore management is a judicious blend of science as well as an art because it proves the principles and the way these principles are applied is a matter of art. Science teaches to ’know’ and art teaches to ’do’. E. g. a person cannot become a good singer unless he has knowledge about various ragas & he also applies his personal skill in the art of singing. Same way it is not sufficient for manager to first know the principles but he must also apply them in solving various managerial problems that is why, science and art are not mutually exclusive but they are complementary to each other (like tea and biscuit, bread and butter etc. ). The old saying that â€Å"Manager are Born† has been rejected in favor of â€Å"Managers are Made†. It has been aptly remarked that management is the oldest of art and youngest of science. To conclude, we can say that science is the root and art is the fruit. Levels of Management The term â€Å"Levels of Management’ refers to a line of demarcation between various managerial positions in an organization. The number of levels in management increases when the size of the business and work force increases and vice versa. The level of management determines a chain of command, the amount of authority & status enjoyed by any managerial position. The levels of management can be classified in three broad categories: – 1. Top level / Administrative level 2. Middle level / Executory 3. Low level / Supervisory / Operative / First-line managers Managers at all these levels perform different functions. The role of managers at all the three levels is discussed below: 1. Top Level of Management It consists of board of directors, chief executive or managing director. The top management is the ultimate source of authority and it manages goals and policies for an enterprise. It devotes more time on planning and coordinating functions. The role of the top management can be summarized as follows – a. Top management lays down the objectives and broad policies of the enterprise. b. It issues necessary instructions for preparation of department budgets, procedures, schedules etc. c. It prepares strategic plans & policies for the enterprise. d. It appoints the executive for middle level i. e. departmental managers. e. It controls & coordinates the activities of all the departments. f. It is also responsible for maintaining a contact with the outside world. g. It provides guidance and direction. h. The top management is also responsible towards the shareholders for the performance of the enterprise. 2. Middle Level of Management The branch managers and departmental managers constitute middle level. They are responsible to the top management for the functioning of their department. They devote more time to organizational and directional functions. In small organization, there is only one layer of middle level of management but in big enterprises, there may be senior and junior middle level management. Their role can be emphasized as – a. They execute the plans of the organization in accordance with the policies and directives of the top management. b. They make plans for the sub-units of the organization. c. They participate in employment & training of lower level management. . They interpret and explain policies from top level management to lower level. e. They are responsible for coordinating the activities within the division or department. f. It also sends important reports and other important data to top level management. g. They evaluate performance of junior managers. h. They are also responsible for inspiring lower level managers towards better performance. 3. Low er Level of Management Lower level is also known as supervisory / operative level of management. It consists of supervisors, foreman, section officers, superintendent etc. According to  R. C. Davis, â€Å"Supervisory management refers to those executives whose work has to be largely with personal oversight and direction of operative employees†. In other words, they are concerned with direction and controlling function of management. Their activities include – a. Assigning of jobs and tasks to various workers. b. They guide and instruct workers for day to day activities. c. They are responsible for the quality as well as quantity of production. d. They are also entrusted with the responsibility of maintaining good relation in the organization. e. They communicate workers problems, suggestions, and recommendatory appeals etc to the higher level and higher level goals and objectives to the workers. f. They help to solve the grievances of the workers. g. They supervise & guide the sub-ordinates. h. They are responsible for providing training to the workers. i. They arrange necessary materials, machines, tools etc for getting the things done. j. They prepare periodical reports about the performance of the workers. k. They ensure discipline in the enterprise. l. They motivate workers. m. They are the image builders of the enterprise because they are in direct contact with the workers. Functions of management Management has been described as a social process involving responsibility for economical and effective planning & regulation of operation of an enterprise in the fulfillment of given purposes. It is a dynamic process consisting of various elements and activities. These activities are different from operative functions like marketing, finance, purchase etc. Rather these activities are common to each and every manger irrespective of his level or status. Different experts have classified functions of management . According toGeorge & Jerry, â€Å"There are four fundamental functions of management i. e. lanning, organizing, actuating and controlling†. According to Henry Fayol, â€Å"To manage is to forecast and plan, to organize, to command, & to control†. Whereas Luther Gullick has given a keyword ’POSDCORB’ where P stands for Planning, O for Organizing, S for Staffing, D for Directing, Co for Co-ordination, R for reporting & B for Bu dgeting. But the most widely accepted are functions of management given by KOONTZ and O’DONNEL i. e. Planning,  Organizing,  Staffing,  Directing  and  Controlling. For theoretical purposes, it may be convenient to separate the function of management but practically these functions are overlapping in nature i. . they are highly inseparable. Each function blends into the other & each affects the performance of others. [pic] Planning It is the basic function of management. It deals with chalking out a future course of action & deciding in advance the most appropriate course of actions for achievement of pre-determined goals. According to KOONTZ, â€Å"Planning is deciding in advance – what to do, when to do & how to do. It bridges the gap from where we are & where we want to be†. A plan is a future course of actions. It is an exercise in problem solving & decision making. Planning is determination of courses of action to achieve desired goals. Thus, planning is a systematic thinking about ways & means for accomplishment of pre-determined goals. Planning is necessary to ensure proper utilization of human & non-human resources. It is all pervasive, it is an intellectual activity and it also helps in avoiding confusion, uncertainties, risks, wastages etc. Organizing It is the process of bringing together physical, financial and human resources and developing productive relationship amongst them for achievement of organizational goals. According to Henry Fayol, â€Å"To organize a business is to provide it with everything useful or its functioning i. e. raw material, tools, capital and personnel’s†. To organize a business involves determining & providing human and non-human resources to the organizational structure. Organizing as a process involves: †¢ Identification of activities. †¢ Classification of grouping of activities. †¢ Assignment of duties. †¢ Delegation of authority and creation of responsibility. †¢ Coordinating authority and responsibility relationships. Staffing It is the function of manning the organization structure and keeping it manned. Staffing has assumed greater importance in the recent years due to advancement of technology, increase in size of business, complexity of human behavior etc. The main purpose o staffing is to put right man on right job i. e. square pegs in square holes and round pegs in round holes. According to Kootz & O’Donell, â€Å"Managerial function of staffing involves manning the organization structure through proper and effective selection, appraisal & development of personnel to fill the roles designed un the structure†. Staffing involves: †¢ Manpower Planning  (estimating man power in terms of searching, choose the person and giving the right place). †¢ Recruitment, selection & placement. †¢ Training & development. †¢ Remuneration. †¢ Performance appraisal. †¢ Promotions & transfer. Directing It is that part of managerial function which actuates the organizational methods to work efficiently for achievement of organizational purposes. It is considered life-spark of the enterprise which sets it in motion the action of people because planning, organizing and staffing are the mere preparations for doing the work. Direction is that inert-personnel aspect of management which deals directly with influencing, guiding, supervising, motivating sub-ordinate for the achievement of organizational goals. Direction has following elements: †¢ Supervision †¢ Motivation †¢ Leadership †¢ Communication Supervision-  implies overseeing the work of subordinates by their superiors. It is the act of watching & directing work & workers. Motivation-  means inspiring, stimulating or encouraging the sub-ordinates with zeal to work. Positive, negative, monetary, non-monetary incentives may be used for this purpose. Leadership-  may be defined as a process by which manager guides and influences the work of subordinates in desired direction. Communications-  is the process of passing information, experience, opinion etc from one person to another. It is a bridge of understanding. Controlling It implies measurement of accomplishment against the standards and correction of deviation if any to ensure achievement of organizational goals. The purpose of controlling is to ensure that everything occurs in conformities with the standards. An efficient system of control helps to predict deviations before they actually occur. According to  Theo Haimann, â€Å"Controlling is the process of checking whether or not proper progress is being made towards the objectives and goals and acting if necessary, to correct any deviation†. According to Koontz & O’Donell â€Å"Controlling is the measurement & correction of performance activities of subordinates in order to make sure that the enterprise objectives and plans desired to obtain them as being accomplished†. Therefore controlling has following steps: †¢ Establishment of standard performance. †¢ Measurement of actual performance. Comparison of actual performance with the standards and finding out deviation if any. †¢ Corrective action. Planning   means looking ahead and chalking out future courses of action to be followed. It is a preparatory step. It is a systematic activity which determines when, how and who is going to perform a specific job. Planning is a detailed programme regarding future courses of action. It is ri ghtly said â€Å"Well plan is half done†. Therefore planning takes into consideration available & prospective human and physical resources of the organization so as to get effective co-ordination, contribution & perfect adjustment. It is the basic management function which includes formulation of one or more detailed plans to achieve optimum balance of needs or demands with the available resources. Definition of Planning:- According to Koontz & O’Donell, â€Å"Planning is deciding in advance what to do, how to do and who is to do it. Planning bridges the gap between where we are to, where we want to go. It makes possible things to occur which would not otherwise occur†. According to Urwick, â€Å"Planning is a mental predisposition to do things in orderly way, to think before acting and to act in the light of facts rather than guesses†. Planning is deciding best alternative among others to perform different managerial functions in order to achieve predetermined goals. Steps in Planning Function Planning function of management  involves following steps:- 1. Establishment of objectives a. Planning requires a systematic approach. b. Planning starts with the setting of goals and objectives to be achieved. c. Objectives provide a rationale for undertaking various activities as well as indicate direction of efforts. d. Moreover objectives focus the attention of managers on the end results to be achieved. e. As a matter of fact, objectives provide nucleus to the planning process. Therefore, objectives should be stated in a clear, precise and unambiguous language. Otherwise the activities undertaken are bound to be ineffective. f. As far as possible, objectives should be stated in quantitative terms. For example, Number of men working, wages given, units produced, etc. But such an objective cannot be stated in quantitative terms like performance of quality control manager, effectiveness of personnel manager. g. Such goals should be specified in qualitative terms. h. Hence objectives should be practical, acceptable, workable and chievable. 2. Establishment of Planning Premises a. Planning premises are the assumptions about the lively shape of events in future. b. They serve as a basis of planning. c. Establishment of planning premises is concerned with determining where one tends to deviate from the actual plans and causes of such deviations. d. It is to find out what obstacles are there i n the way of business during the course of operations. e. Establishment of planning premises is concerned to take such steps that avoids these obstacles to a great extent. f. Planning premises may be internal or external. Internal includes capital investment policy, management labour relations, philosophy of management, etc. Whereas external includes socio- economic, political and economical changes. g. Internal premises are controllable whereas external are non- controllable. 3. Choice of alternative course of action a. When forecast are available and premises are established, a number of alternative course of actions have to be considered. b. For this purpose, each and every alternative will be evaluated by weighing its pros and cons in the light of resources available and requirements of the organization. . The merits, demerits as well as the consequences of each alternative must be examined before the choice is being made. d. After objective and scientific evaluation, the best alternative is chosen. e. The planners should take help of various quantitative techniques to judge the stability of an alternative. 4. Formulation of derivative plans a. Derivative plans are the sub plans or secondary plans which help in the achievement of main plan. b. Secondary plans will flow from the basic plan. These are meant to support and expediate the achievement of basic plans. c. These detail plans include policies, procedures, rules, programmes, budgets, schedules, etc. For example, if profit maximization is the main aim of the enterprise, derivative plans will include sales maximization, production maximization, and cost minimization. d. Derivative plans indicate time schedule and sequence of accomplishing various tasks. 5. Securing Co-operation a. After the plans have been determined, it is necessary rather advisable to take subordinates or those who have to implement these plans into confidence. b. The purposes behind taking them into confidence are :- a. Subordinates may feel motivated since they are involved in decision making process. b. The organization may be able to get valuable suggestions and improvement in formulation as well as implementation of plans. c. Also the employees will be more interested in the execution of these plans. 6. Follow up/Appraisal of plans a. After choosing a particular course of action, it is put into action. b. After the selected plan is implemented, it is important to appraise its effectiveness. c. This is done on the basis of feedback or information received from departments or persons concerned. . This enables the management to correct deviations or modify the plan. e. This step establishes a link between planning and controlling function. f. The follow up must go side by side the implementation of plans so that in the light of observations made, future plans can be made more realistic. Organizing  is the function of management which follows planning. It is a function in which the synchronization and combination of human, physical and financial resources takes place. All the three resources are important to get results. Therefore, organizational function helps in achievement of results which in fact is important for the functioning of a concern. Definition of organizing According toChester Barnard, â€Å"Organizing is a function by which the concern is able to define the role positions, the jobs related and the co- ordination between authority and responsibility. Hence, a manager always has to organize in order to get results. A manager performs organizing function with the help of following steps:- 1. Identification of activities –  All the activities which have to be performed in a concern have to be identified first. For example, preparation of accounts, making sales, record keeping, quality control, inventory control, etc. All these activities have to be grouped and classified into units. 2. Departmentally organizing the activities –  In this step, the manager tries to combine and group similar and related activities into units or departments. This organization of dividing the whole concern into independent units and departments is called departmentation. 3. Classifying the authority –  Once the departments are made, the manager likes to classify the powers and its extent to the managers. This activity of giving a rank in order to the managerial positions is called hierarchy. The top management is into formulation of policies, the middle level management into departmental supervision and lower level management into supervision of foremen. The clarification of authority help in bringing efficiency in the running of a concern. This helps in achieving efficiency in the running of a concern. This helps in avoiding wastage of time, money, effort, in avoidance of duplication or overlapping of efforts and this helps in bringing smoothness in a concern’s working. 4. Co-ordination between authority and responsibility –  Relationships are established among various groups to enable smooth interaction toward the achievment of the organizational goal. Each individual is made aware of his authority and he/she knows whom they have to take orders from and to whom they are accountable and to whom they have to report. A clear organizational structure is drawn and all the employees are made aware of it. DIRECTING  is said to be a process in which the managers instruct, guide and oversee the performance of the workers to achieve predetermined goals. Directing is said to be the heart of management process. Planning, organizing, staffing have got no importance if direction function does not take place. Directing initiates action and it is from here actual work starts. Direction is said to be consisting of human factors. In simple words, it can be described as providing guidance to workers is doing work. In field of management, direction is said to be all those activities which are designed to encourage the subordinates to work effectively and efficiently. Definition of directing According to Human, â€Å"Directing consists of process or technique by which instruction can be issued and operations can be carried out as originally planned† Therefore, Directing is the function of guiding, inspiring, overseeing and instructing people towards accomplishment of organizational goals. Direction has got following characteristics: 1. Pervasive Function –  Directing is required at all levels of organization. Every manager provides guidance and inspiration to his subordinates. 2. Continuous Activity –  Direction is a continuous activity as it continuous throughout the life of organization. . Human Factor –  Directing function is related to subordinates and therefore it is related to human factor. Since human factor is complex and behaviour is unpredictable, direction function becomes important. 4. Creative Activity –  Direction function helps in converting plans into performance. Without this function, people become inactive and physical resources are meaningless. 5. Executive Function –  Direction function is carried out by all managers and executives at all levels throughout the working of an enterprise; a subordinate receives instructions from his superior only. . Delegate Function –  Direction is supposed to be a function dealing with human beings. Human behaviour is unpredictable by nature and conditioning the people’s behaviour towards the goals of the enterprise is what the executive does in this function. Therefore, it is termed as having delicacy in it to tackle human behaviour. Controlling consists of verifying whether everything occurs in conformities with the plans adopted, instructions issued and principles established. Controlling ensures that there is effective and efficient utilization of organizational resources so as to achieve the planned goals. Controlling measures the deviation of actual performance from the standard performance, discovers the causes of such deviations and helps in taking corrective actions Definition of controlling According to Brech, â€Å"Controlling is a systematic exercise which is called as a process of checking actual performance against the standards or plans with a view to ensure adequate progress and also recording such experience as is gained as a contribution to possible future needs. According to Donnell, â€Å"Just as a navigator continually takes reading to ensure whether he is relative to a planned action, so should a business manager continually take reading to assure himself that his enterprise is on right course. † controlling as a management function involves following steps: Process of controlling 1. Establishment of standards-  Standards are t he plans or the targets which have to be achieved in the course of business function. They can also be called as the criterions for judging the performance. Standards generally are classified into two- a. Measurable or tangible – Those standards which can be measured and expressed are called as measurable standards. They can be in form of cost, output, expenditure, time, profit, etc. b. Non-measurable or intangible- There are standards which cannot be measured monetarily. For example- performance of a manager, deviation of workers, their attitudes towards a concern. These are called as intangible standards. Controlling becomes easy through establishment of these standards because controlling is exercised on the basis of these standards. 2. Measurement of performance-  The second major step in controlling is to measure the performance. Finding out deviations becomes easy through measuring the actual performance. Performance levels are sometimes easy to measure and sometimes difficult. Measurement of tangible standards is easy as it can be expressed in units, cost, money terms, etc. Quantitative measurement becomes difficult when performance of manager has to be measured. Performance of a manager cannot be measured in quantities. It can be measured only by- a. Attitude of the workers, b. Their morale to work, c. The development in the attitudes regarding the physical environment, and d. Their communication with the superiors. It is also sometimes done through various reports like weekly, monthly, quarterly, yearly reports. 3. Comparison of actual and standard performance-  Comparison of actual performance with the planned targets is very important. Deviation can be defined as the gap between actual performance and the planned targets. The manager has to find out two things here- extent of deviation and cause of deviation. Extent of deviation means that the manager has to find out whether the deviation is positive or negative or whether the actual performance is in conformity with the planned performance. The managers have to exercise control by exception. He has to find out those deviations which are critical and important for business. Minor deviations have to be ignored. Major deviations like replacement of machinery, appointment of workers, quality of raw material, rate of profits, etc. should be looked upon consciously. Therefore it is said, â€Å" If a manager controls everything, he ends up controlling nothing. † For example, if stationery charges increase by a minor 5 to 10%, it can be called as a minor deviation. On the other hand, if monthly production decreases continuously, it is called as major deviation. Once the deviation is identified, a manager has to think about various cause which has led to deviation. The causes can be- a. Erroneous planning, b. Co-ordination loosens, c. Implementation of plans is defective, and d. Supervision and communication is ineffective, etc. 4. Taking remedial actions-  Once the causes and extent of deviations are known, the manager has to detect those errors and take remedial measures for it. There are two alternatives here- a. Taking corrective measures for deviations which have occurred; and b. After taking the corrective measures, if the actual performance is not in conformity with plans, the manager can revise the targets. It is here the controlling process comes to an end. Follow up is an important step because it is only through taking corrective measures, a manager can exercise controlling. Types of managers: ? Functional manager: The functional manager is responsible for only one functional area. Like ? Production manager, ? Finance manager. ? Marketing manager ? HR manager ? General manager: The individual responsible for all functional activities, such as production, sales etc†¦ MANAGERIAL ROLES A s a manager, you probably fulfill many different roles every day. For instance, as well as leading your team, you might find yourself resolving a conflict, negotiating new contracts, representing your department at a board meeting, or approving a request for a new computer system. Put simply, you're constantly switching roles as tasks, situations, and expectations change. Management expert and professor, Henry Mintzberg, recognized this. He argued that there are ten primary roles or behaviors that can be used to categorize a manager's different functions. In this article we'll examine these roles, and we'll see how you can use your understanding of them to improve your management skills. The Roles Mintzberg published his Ten Management Roles in his book, â€Å"Mintzberg on Management: Inside our Strange World of Organizations,† in 1990. The ten roles are: 1. Figurehead. 2. Leader. 3. Liaison. 4. Monitor. 5. Disseminator. 6. Spokesperson. 7. Entrepreneur. 8. Disturbance Handler. 9. Resource Allocator. 10. Negotiator. [pic] The 10 roles are then divided up into three categories, as follows: Category |Role | |Interpersonal |Figurehead | | |Leader | | |Liaison | |Informational |Monitor | | |Disseminator | | |Spokesperson | |Decisional |Entrepreneur | | |Disturbance Handler | | |Resource Allocator | | |Negotiator | Interpersonal Category The roles in this category involve  providing  information and ideas. 1. Figurehead  Ã¢â‚¬â€œ As a manager, you have social, ceremonial and legal responsibilities. You're expected to be a source of inspiration. People look up to you as a person with authority, and as a figurehead. 2. Leader  Ã¢â‚¬â€œ This is where you provide leadership for your team, your department or perhaps your entire organization; and it's where you manage the performance and responsibilities of everyone in the group. 3. Liaison  Ã¢â‚¬â€œ Managers must communicate with internal and external contacts. You need to be able to network effectively on behalf of your organization. Informational Category The roles in this category involve  processing  information. 1. Monitor  Ã¢â‚¬â€œ In this role, you regularly seek out information related to your organization and industry, looking for relevant changes in the environment. You also monitor your team, in terms of both their productivity, and their well-being. 2. Disseminator  Ã¢â‚¬â€œ This is where you communicate potentially useful information to your colleagues and your team. 3. Spokesperson  Ã¢â‚¬â€œ Managers represent and speak for their organization. In this role you're responsible for transmitting information about your organization and its goals to the people outside it. Decisional Category The roles in this category involve  using  information. 1. Entrepreneur  Ã¢â‚¬â€œ As a manager, you create and control change within the organization. This means solving problems, generating new ideas, and implementing them. 2. Disturbance Handler  Ã¢â‚¬â€œ When an organization or team hits an unexpected roadblock, it's the manager who must take charge. You also need to help mediate disputes within it. 3. Resource Allocator  Ã¢â‚¬â€œ You'll also need to determine where organizational resources are best applied. This involves allocating funding, as well as assigning staff and other organizational resources. 4. Negotiator  Ã¢â‚¬â€œ You may be needed to take part in, and direct, important negotiations within your team, department, or organization. Better understanding of role 1. Figurehead Figureheads represent their teams. If you need to improve or build confidence in this area, start with your image, behavior, and  reputation. Cultivate  humility  and empathy, learn how to  set a good example at work, and think about  how to be a good role model. 2. Leader This is the role you probably spend most of your time fulfilling. To improve here, start by taking our quiz,  how good Are Your Leadership Skills? This will give you a thorough understanding of your current abilities. Next, learn how to be an  authentic leader, so your team will respect you. Also, focus on improving your  emotional intelligence  Ã¢â‚¬â€œ this is an important skill for being an effective leader. 3. Liaison To improve your liaison skills, work on your  professional networking  techniques. You may also like to take our Bite-Sized Training course on  Networking Skills. 4. Monitor To improve here, learn how to  gather information  effectively and  overcome information overload. Also, use effective  reading strategies, so that you can process material quickly and thoroughly, and learn how to  keep up-to-date with industry news. 5. Disseminator To be a good disseminator you need to know how to share information and outside views effectively, which means that good communication skills are vital. Learn how to share organizational information with  Team Briefings. Next, focus on improving your  writing skills. You might also want to take our  communication skills quiz, to find out where else you can improve. 6. Spokesperson To be effective in this role, make sure that you know how to  represent your organization at a conference. You may also want to read our articles on  delivering great presentations  and  working with the media  (if applicable to your role). 7. Entrepreneur To improve here, build on your  change management  skills, and learn  what not to do when implementing change  in your organization. You'll also need to work on yourproblem solving  and  creativity skills, so that you can come up with new ideas, and implement them successfully. 8. Disturbance Handler In this role, you need to excel at  conflict resolution  and know  how to handle team conflict. It's also helpful to be able to  manage emotion in your team. 9. Resource Allocator To improve as a resource allocator, learn how to  manage a budget,  cut costs, andprioritize, so that you can make the best use of your resources. 10. Negotiator Improve your negotiation skills by learning about  Win-Win Negotiation  and Distributive. .

Carrie Chapman Catt Quotes About Suffrage, Women, More

Carrie Chapman Catt, a leader in the womens suffrage movement in its last years (leading the more conservative faction), was also the founder of the League of Women Voters after suffrage was won, and a founder of the Womens Peace Party during World War I. Selected Carrie Chapman Catt Quotations †¢ The vote is the emblem of your equality, women of America, the guarantee of your liberty. (From On Women Voting 1920) †¢ To the wrongs that need resistance, To the right that needs assistance, To the future in the distance, Give yourselves. †¢ This world taught woman nothing skillful and then said her work was valueless. It permitted her no opinions and said she did not know how to think. It forbade her to speak in public and said the sex had no orators. †¢ When a just cause reaches its flood-tide, as ours has done in that country, whatever stands in the way must fall before its overwhelming power. †¢Ã‚  The time has come to cease talking to women and invade town meetings and caucuses... †¢ There are two kinds of restrictions upon human liberty -- the restraint of law and that of custom. No written law has ever been more binding than unwritten custom supported by public opinion. †¢ There are whole precincts of voters in this country whose united intelligence does not equal that of one representative American woman. Catt issued a number of statements in her life about race, including some that defended white supremacy (especially as the movement tried to win support in southern states) and some that promoted racial equality. †¢Ã‚  White supremacy will be strengthened, not weakened, by womens suffrage. †¢ Just as the world war is no white mans war, but every mans war, so is the struggle for woman suffrage no white womans struggle, but every womans struggle. †¢ The answer to one is the answer to all. Government by the people is expedient or it is not. If it is expedient, then obviously all the people must be included. †¢ Everybody counts in applying democracy. And there will never be a true democracy until every responsible and law-abiding adult in it, without regard to race, sex, color or creed has his or her own inalienable and unpurchasable voice in government. †¢Ã‚  Some of you hold to the doctrine of states rights as applying to woman suffrage. Adherence to that theory will keep the United States far behind all other democratic nations upon this question. A theory which prevents a nation from keeping up with the trend of world progress cannot be justified. (From Woman Suffrage Is Inevitable) †¢Ã‚  Your party platforms have pledged women suffrage. Then why not be honest, frank friends of our cause, adopt it in reality as your own, make it a party program, and fight with us? As a party measure--a measure of all parties--why not put the amendment through Congress and the legislatures? We shall all be better friends, we shall have a happier nation, we women will be free to support loyally the party of our choice, and we shall be far prouder of our history.  (From Woman Suffrage Is Inevitable) †¢Ã‚  Frances Perkins: The door might not be opened to a woman again for a long, long time and I had a kind of duty to other women to walk in and sit down on the chair that was offered, and so establish the right of others long hence and far distant in geography to sit in the high seats. (to Carrie Chapman Catt) Celebrating the Women's Suffrage Victory On August 26, 1920,  Carrie Chapman Catt  celebrated the winning of the vote for women with a speech including these words: The vote is the emblem of your equality, women of America, the guarantee of your liberty. That vote of yours has cost millions of dollars and the lives of thousands of women. Money to carry on this work has been given usually as a sacrifice, and thousands of women have gone without things they wanted and could have had in order that they might help get the vote for you. Women have suffered agony of soul which you can never comprehend, that you and your daughters might inherit political freedom. That vote has been costly. Prize it! The vote is a power, a weapon of offense and defense, a prayer. Understand what it means and what it can do for your country. Use it intelligently, conscientiously, prayerfully. No soldier in the great suffrage army has labored and suffered to get a â€Å"place† for you. Their motive has been the hope that women would aim higher than their own selfish ambitions, that they would serve the common good. The vote is won. Seventy-two years the battle for this privilege has been waged, but human affairs with their eternal change move on without pause. Progress is calling to you to make no pause. Act! About These Quotes This is an informal collection assembled over many years. We regret that were not able to provide the original source if it is not listed with the quote.