Management of Learning Session – 01

1. What do you understand by ‘organization’? Is school an organization? Explain.

An organization is a collection of people who form a legal body to achieve particular goals and
objectives and who do so with a common purpose. It may also be referred to as an association,
institution, company, or firm. Consider it as a formal, structured system that facilitates formal
interactions and relationships between individuals. Employees in an organization are assigned
duties and responsibilities to ensure that their efforts are coordinated for the company's overall
success. People who gather together with common interests and objectives form organizations.
They create formalized connections in which each party has distinct roles, duties, and levels of
authority. Each person has certain rights and obligations that govern these partnerships.

Different scholars have defined organization in different ways. The key definitions are as follows:
According to Keith Davis, “Organization may be defined as a group of individuals,
large or small, that is cooperating under the direction of executive leadership in
the accomplishment of a certain common object.”

Chester I. Barnard states that “Organization is a system of co-operative activities of two or more
persons.”

In the words of Louis A. Allen, “Organization is the process of identifying and grouping the work
to be performed, defining and delegating responsibility and authority, and establishing
relationships to enable people to work most effectively together in accomplishing objectives.”

According to Mooney and Railey, “Organization is the form of every human association for the
attainment of a common purpose.”

It is for sure.
Organizations are understood to be structures or associations made up of two or more
individuals working toward a shared objective. To put it another way, an organization is a social
association formed by a group of individuals to achieve a particular objective. The educational
system is an administrative structure that embodies several forces and influences, according to
sociological theory. The school can be examined and managed as a bureaucratic organization as
a sub-institution of it (Kornblum and Julian, 1992). As a result, the school serves as both a place
of instruction and a social gathering place where individuals come together to accomplish
shared objectives. Like other organizations, the school is a place where individuals gather,
regularly accepting new members (teachers and pupils) and carrying out educational and
instructional activities in a methodical and structured manner (Musgrave, 1983). One of the
social groups that the community established to address the needs for education and to
continue educational activities is the school. Put differently, the school serves as an institution
that organizes and carries out ongoing instructional activities (Hunt, 1972). The school, as an
educational establishment, offers its pupils the opportunity to acquire knowledge, skills, and
 attitudes that align with the objectives and tenets of the educational system. In addition to
being a social institution in itself, schools can also be managed in the framework of
interpersonal relationships and their role in society.

Therefore from my perspective, ‘School’ can be considered as an organization as it possesses all

the characteristics of an organization.

2. Define ‘management’. Is it different from administration? Justify.

Management refers to how organizations plan and coordinate operations, personnel, and
workflow to achieve corporate objectives. Creating an environment that enables people to
operate effectively and productively is management's main objective. A strong organizational
structure sets the tone and focus of employees' work and acts as a guide for them.
In simple terms, management is the process of getting things done through others with the help
of some basic activities like planning, organizing, directing, coordinating, and controlling to
achieve the desired goals and objectives. It is the basis for every organization.

According to Mary Parker Follett, “Management is the art of getting things done through
people.”

Harold Koontz defined “Management as the art of getting things done through and with people
in formally organized groups. It is the art of creating an environment in which people can
perform and individuals could cooperate towards attaining group goals.”

Given Joseph Massie, “Management is defined as the process by which a cooperative group
directs actions toward common goals.”

George. R. Terry’s point of view, “Management is a distinct process, consisting of planning,

organizing, actuating and controlling, performed to determine and accomplish stated goals by
the use of human beings and other resources.”

Yes to an extent. Planning, organizing, leading, motivating, controlling, coordination, and

decision-making are the major activities performed by the management whereas the
administration is a systematic process of administering the management of a business
organization, an educational institution like a school or college, a government office, or any
nonprofit organization. The main function of administration is the formation of plans, policies,
and procedures, setting up goals and objectives, enforcing rules and regulations, etc. The
systematic method of managing the operations of a government entity, nonprofit organization,
corporate organization, or educational establishment such as a school or college is called
administration. Creating plans, policies, and processes, establishing goals and objectives,
implementing laws and regulations, and other tasks are the primary responsibilities of
administration.

If we observe the key differences between Management and Administration;

1. Management is a systematic way of managing people and things within the organization. The
administration is defined as an act of administering the whole organization by a group of people.
2. Management is an activity of business and functional level, whereas Administration is a high-
level activity.
3. While management focuses on policy implementation, policy formulation is performed by the
administration.
4. Functions of administration include legislation and determination. Conversely, the functions
of management are executive and governing.
5. Administration takes all the important decisions of the organization while management
makes decisions under the boundaries set by the administration.
6. A group of persons, who are employees of the organization, is collectively known as
management. On the other hand, the administration represents the owners of the organization.
7. Management can be seen in profit-making organizations like business enterprises. Conversely,
the Administration is found in government and military offices, clubs, hospitals, religious
organizations, and all the non-profit-making enterprises.
8. Management is all about plans and actions, but the administration is concerned with framing
policies and setting objectives.
9. Management plays an executive role in the organization. Unlike administration, whose role is
decisive in nature.
10. The manager looks after the management of the organization, whereas the administrator is
responsible for the administration of the organization.
11. Management focuses on managing people and their work. On the other hand, the
administration focuses on making the best possible utilization of the organization’s resources.

In a nutshell,

Management Administration
Meaning An organized way of
The process of administering
managing people and things an organization by a group of
in a business organization is
people is known as the
called Management. Administration.
Authority Middle and Lower Level Top-level
Role Executive Decisive
Applicable to Profit-making organizations,
Government offices, military,
i.e. business organizations.
clubs, business enterprises,
hospitals, religious and
educational organizations.
Work Putting plans and policies Formulation of plans, framing
into action. policies, and setting
objectives
Function Executive and Governing Legislative and Determinative
Focus on Managing work Making the best possible
allocation of limited
resources.
 We would have noticed that a manager performs both administrative and functional activities to
an extent. Although the managers who are working on the topmost level are said to be part of
the administration, the managers working on the middle or lower level represent management.
Therefore, I would say that the administration is somewhat above management.

3. Differentiate between efficiency and effectiveness.

Management is the process of doing tasks through and with others to effectively and efficiently
reach a shared objective. Upon reviewing the definition, we come across two buzzwords that
are commonly employed by managers: efficiency and effectiveness. They are crucial
components of management. Let’s begin with the ideology of efficiency from the eyes of
Peter.F.Ducker, “doing things right”. It means completing the task correctly with minimum cost.
It improves the achievement of objectives through the use of minimum inputs. It aims at
enhancing an organization’s profit by reducing the cost involved in completing a particular task.
Management is said to be efficient when for the same level of output, fewer resources are used
and fewer costs are incurred.
For example, Manager ‘B’ promised the same company AMI Ltd. to produce 3,000 units at half
the production cost of Manager ‘A’, but in one year whereas Manager 'A' said it'll be 6
months. Now manager ‘B’ can produce 3,000 units but needs a longer period. Here, the
manager was efficient, but not effective, as for the same output, more time was needed.

On the other hand, Peter F. Ducker defines effectiveness as “doing the right things.” It is
concerned with achieving the organizational goals on time. The ultimate goal is to achieve the
result. It aims at achieving the results on time, no matter what the cost is. Its goal is to produce
target production on time.
For example, manager ‘A’ promised a company ABC Ltd. to produce 3,000 units in six months.
To achieve this target within time, the manager increased the working hours, labour and the
number of shifts, etc. Now manager ‘A’ was able to produce 3,000 units, but at a higher
production cost because of high wastage and mishandling of resources. Here, the manager
was effective, but not so efficient.
As a result, management must balance effectiveness and efficiency while delivering the final
products on time and at the lowest feasible cost. Generally in the management sector, high
efficiency goes hand in hand with high effectiveness.

In brief,

Basis Efficiency Effectiveness

Definition Efficiency, on the other Effectiveness means doing the
hand, means completing the right task, completing
task correctly with minimum activities on time, and
cost and maximum profit. achieving desired goals.
Aim Its main aim is to do the task Its main aim is doing the right
in the right way. task.
Crucial Element Cost and revenue utilization The time element is crucial in
elements are crucial in effectiveness.
 efficiency.
Focus It focuses on completing the It focuses on achieving the
task correctly with minimum result on time.
cost and the least wastage of
resources or effort.
Based on Strategy Operation
Time perspective Efficiency generally has a Effectiveness generally has a
short-run perspective. long-term perspective.
Measured on Efficiency is measured in the The effectiveness of strategies
operations of the is measured, which are made
organization. by the organization.

4. Briefly explain the process of management.

A management process is a way to organize tasks and activities at work so that they can be
completed efficiently and effectively. Planning, organizing, staffing, leading, and controlling are
all parts of the managerial process. The management process aids in guaranteeing the
accomplishment of an organization's objectives. It is crucial because it makes sure that workers
are producing at their highest level and that resources are used effectively. It is imperative to
acknowledge that the process of management is an ongoing endeavor. It is an ongoing cycle
that needs to be carried out regularly. This is essential to maintaining an organization's efficacy
and efficiency.

Luther Gullick has given a keyword ’POSDCORB’ where P stands for Planning, O for Organizing, S
for Staffing, D for Directing, Co for Coordination, R for reporting, and B for Budgeting. But the
most widely accepted are functions of management given by KOONTZ and O'Donnell i.e.
Planning, Organizing, Staffing, Directing, and Controlling. This has even been compressed into
four central functions which are planning, organizing, leading, and controlling.

Planning: It’s the fundamental function of management. It deals with chalking out a future
course of action and deciding in advance the most appropriate course of action for the
achievement of pre-determined goals. According to KOONTZ, “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 action. It is an exercise in problem-solving and decision-
making. Planning is the determination of courses of action to achieve desired goals. Thus,
planning is systematic thinking about ways & and means for the accomplishment of pre-
determined goals. Planning is necessary to ensure the proper utilization of human and 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’s the process of bringing together physical, financial, and human resources and
developing productive relationships amongst them for the achievement of organizational goals.
According to Henry Fayol, “To organize a business is to provide it with everything useful or its
functioning i.e. raw material, tools, capital, and personnel”. Organizing a business involves
determining & providing human and non-human resources to the organizational structure.
Organizing as a process involves:-
a. The identification of activities
b. Classification of the grouping of activities
c. Assignment of duties
d. Delegation of authority and creation of responsibility
e. Coordinating authority and responsibility relationships
f. Manpower Planning (estimating manpower in terms of searching, choosing the person,
and giving the right place)
g. Recruitment, Selection & Placement
h. Training & Development
i. Remuneration
j. Performance Appraisal
k. Promotions & Transfer

Leading: It is that part of the managerial function that actuates the organizational methods to
work efficiently for the achievement of organizational purposes. It is considered the life-spark of
the enterprise which sets in motion the action of people because planning, organizing, and
staffing are mere preparations for doing the work. Direction is the inert-personnel aspect of
management that deals directly with influencing, guiding, supervising, and motivating
subordinates for the achievement of organizational goals. Direction has the following elements:

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 subordinates with zeal to work.
Positive, negative, monetary, and nonmonetary incentives may be used for this purpose.
Leadership - may be defined as a process by which a manager guides and influences the work of
subordinates in the desired direction.
Communication - 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 the 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 occur. According to Theo Haimann, “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
“Controlling is the measurement & correction of performance activities of subordinates to make
sure that the enterprise objectives and plans desired to obtain them as being accomplished”.
Therefore controlling has the following steps:
a. Establishment of standard performance.
b. Measurement of actual performance.
c. Comparison of actual performance with the standards and finding out deviation if any.
d. Taking Corrective action.
5. What are the general skills of a manager?
According to Professor Robert Katz, there are three managerial skills, viz.,
1. Conceptual Skills
2. Human Relations Skills/Interpersonal skills
3. Technical Skills

Conceptual Skills:- Conceptual skill is the ability to visualize (see) the organization as a whole.
It includes Analytical, Creative, and Initiative skills. It helps the manager to identify the causes of
the problems and not the symptoms. It helps him to solve problems for the benefit of the entire
organization. It helps the manager to fix goals for the whole organization and to plan for every
situation. According to Prof. Robert Katz, conceptual skills are mostly required by top-level
management because they spend more time on planning, organizing, and problem-solving.

Human Relations Skills:- Human relations skills are also called Interpersonal skills. It is an
ability to work with people. It helps the managers to understand, communicate, and work with
others. It also helps the managers to lead, motivate, and develop team spirit. Human relations
skills are required by all managers at all levels of management. This is so since all managers have
to interact and work with people.

Technical Skills - A technical skill is the ability to perform a given job. Technical skills help
managers to use different machines and tools. It also helps them to use various procedures and
techniques. The low-level managers require more technical skills. This is because they are in
charge of the actual operations. Apart from Prof. Robert Katz's three managerial skills, a
manager also needs (requires) the following additional managerial skills.

Other skills include:

Communication Skills:- Communication skills are required equally at all three levels of
management. A manager must be able to communicate the plans and policies to the workers.
Similarly, he must listen and solve the problems of the workers. He must encourage a free flow
of communication in the organization.

Administrative Skills:- Administrative skills are required at the top-level management. The top-
level managers should know how to make plans and policies. They should also know how to get
the work done. They should be able to coordinate different activities of the organization. They
should also be able to control the full organization.

Leadership Skills:- Leadership skill is the ability to influence human behaviour. A manager
requires leadership skills to motivate the workers. These skills help the Manager to get the work
done through the workers.

Problem-Solving Skills:- Problem-solving skills are also called Design skills. A manager should
know how to identify a problem. He should also possess the ability to find the best solution for
 solving any specific problem. This requires intelligence, experience, and up-to-date knowledge
of the latest developments.

Decision-Making Skills:- Decision-making skills are required at all levels of management.

However, it is required more at the top level of management. A manager must be able to take
quick and correct decisions. He must also be able to implement his decision wisely. The success
or failure of a manager depends upon the correctness of his decisions.

References
https://www.geeksforgeeks.org/difference-between-efficiency-and-effectiveness/. (n.d.).

Srivastava, S. (n.d.). Defintion, Meaning and Characteristic of Organisation. Academia.edu Website, 10.

Turkkahraman, M. (May 13, 2015). www.sciencedirect.com, 381-387.