Principles of Management

Hemang Mehta
mehta_hd@hotmail.com
+91-9820052234
linkedin.com/in/hemangmehta1970
 Hemang Mehta
• Over 31 years of professional experience in Selling/Marketing and Business Development of HiTech Medical
Devices/Equipment's and Consumables and worked in various MNCs like Bard Electrophysiology- South
East Asia, Medtronic and others at various senior levels
Visiting faculty and
Business
• Currently a Visiting faculty at few premier institutes for Sales and Marketing- Students and Pharmaceutical Development
Consultant
Giants. Consultant for an AI based video analytics company started by 3 IITians.

• Part Time Consultant at Wadhwani Entrepreneurship, mentoring startups.

• Masters in Marketing Management from NMIMS ( University of Mumbai ) and BE Biomedical ( 1 st Class with
Honors ) from University of Mumbai. Specialized in Nuclear Medicine.

• Proven capabilities in identifying new business avenues and meeting potential clients / decision makers
(doctors & hospitals) for business expansion. Proficient in using knowledge of the market and competitors
and developing the company’s unique selling propositions and differentiators.

• Skilled at growing & retaining existing accounts by presenting new solutions and services to the clients.

• Expertise in product development and new product launches for emerging technologies. An enterprising
leader with effective communication, client relationship management & team building skills
Module 1

Introduction to management and

organization
Management roles and skills
Historical background of management
Introduction

• One of the most important human activities is

managing.
• Ever since people began forming groups to
accomplish aims they could not achieve as
individuals, managing has been essential to ensure
the coordination of individual efforts.
• As society has come to rely increasingly on group
effort, and as many organized groups have become
large, the task of managers has been rising in
importance.
Management is the process of designing and maintaining an
environment in which individuals, working together in groups, efficiently
accomplish selected aims. This basic definition needs to be expanded:

• As managers, people carry out the managerial functions of planning,

organizing, staffing, leading, and controlling.
• Management applies to any kind of organization.
• It applies to managers at all organizational levels.
• The aim of all managers is the same: to create a surplus.
• Managing is concerned with productivity, which implies effectiveness
and efficiency
Who is a Manager?
• A Manager is the person responsible for planning and
directing the work of a group of individuals, monitoring their
work, and taking corrective action when necessary.
• For many people, this is their first step into a management
career.
• Managers may direct workers directly or they may direct
several supervisors who direct the workers.
• They are the individuals charged with examining the
workflow, coordinating efforts, meeting goals and providing
leadership.
• Thus a manager must be familiar with the work of all the
groups he/she supervises, but need not be the best in any or
all of the areas.
• It is more important for a manager to know how to manage
the workers than to know how to do their work well.
A manager’s title reflects what he/she is responsible for.

Examples:

1. An Accounting Manager supervises the Accounting function.

2. The Production Manager developed a staffing plan for the factory.

3. The Manager of Design Engineering supervises engineers and

support staff engaged in design of a product or service
Roles of manager
Interpersonal roles:
• Three interpersonal roles help the manager keep the
organization running smoothly.
• Managers play the figurehead role when they perform duties
that are ceremonial and symbolic in nature. These include
greeting the visitors, attending social functions involving their
subordinates (like weddings, funerals), handing out merit
certificates to workers showing promise etc.

• The leadership role includes hiring, training, motivating and

disciplining employees.

• Managers play the liaison role when they serve as a

connecting link between their organisation and others or
between their units and other organisational units.
Informational roles:

Receiving and communicating information are perhaps the most important aspects of
a manager’s job.

In order to make the right decisions, managers need information from various sources.

Typically, this activity is done through reading magazines and talking with others to
learn about changes in the customers’ tastes, competitors’ moves and the like. This the
monitor role.

In the disseminator role, the manager distributes important information to

subordinates that would otherwise be inaccessible to them.

Managers also perform the spokesperson role when they represent the organization to
outsiders.
Decisional roles: There are four decision roles that the manager adopts.

In the role of entrepreneur, the manager tries to improve the unit. He

initiates planned changes to adapt to environmental challenges.

As disturbance handlers, managers respond to situations that are beyond

their control such as strikes, shortages of materials, complaints, grievances,
etc.

In the role of a resource allocator, managers are responsible for allocating

human, physical and monetary resources.

As negotiators, managers not only mediate in internal conflicts but also carry
out negotiations with other units to gain advantages for their own unit.
Managerial levels
There are three main types of managers: general managers, functional
managers, and frontline managers.

General managers are responsible for the overall performance of an

organization or one of its major self-contained subunits or divisions.

Functional managers lead a particular function or a subunit within a

function. They are responsible for a task, activity, or operation such as
accounting, marketing, sales, R&D, production, information technology,
or logistics.

Frontline managers manage employees who are themselves not

managers. They are found at the lowest level of the management
hierarchy
Key Performance Indicators for Efficiency

Overall Equipment Efficiency (OEE)

Inventory turn around time
Conversation cost per unit
Productivity in revenue per employee
Energy cost per product manufacturing

Key Performance Indicators for Effectiveness

On time delivery
QFTR- quality first time through rate
number of non compliance unit/year
Supplier's quality rating
Examples:

HR person hiring new employee very quickly by reducing the cycle time of
the approval process. It is a good example of efficiency but at the same
time it is possible a person has not a specific skill of his role. But the
efficiency says "HIRE NOW“

If we are making the 1000 products per shift. 1000 products are the
maximum products that we can manufacture. out of that 20 products get
rejected. so we can say the efficiency of the process = actual
output/maximum output = 1000/1000= 100% but the effectiveness of the
process is = total good output/total output= 980/1000 =98%
Possible cases of being Efficient and Effective Organization
There are four possible causes for the organization as being efficient and
effective:

Case 1: Organization is neither effective nor efficient

In this case the customer will not give more business and also the
organization will not make a good profit due to low effectiveness and
efficiency. In this case the customer and the organization both are unhappy.

Case 2: Organization is efficient but not effective

In this case the customer will be dissatisfied due to the less effective it may
be chances of the quality problem but input costs will be lower. In this case
an organization might be happy for a lesser manufacturing cost.
Case 3: Organization is effective but not efficient
In this case the customer will be satisfied due to high
effectiveness. Customers will get good quality products but the
input costs will be higher for the organization so the profit will be
lower side. In this case customer might be happy with good
product quality.

Case 4: Organization is effective and efficient

In this case customers will be happy with the good quality of the
product and organization will also be happy for the lesser input
cost so the profit will be on higher side. Hence it is a win win
situation for both.
Skills of effective manager
Leader/ managerial skills and
behavior
An effective manager must possess certain skills in the areas of
planning, organizing, leading, controlling and decision-making in
order to process activities that are presented to him from time to
time.

In order to be effective, a manager must possess and

continuously develop several essential skills. Robert L. Katz has
identified three basic types of skills - technical, human and
conceptual - which he says are needed by all managers.
Technical skill:

It is the ability to use the tools, procedures or techniques of a specialized field.

Technical skill is considered to be very crucial to the effectiveness of lower level managers
because they are in direct contact with employees performing work activities within the firm.

For instance, the success of a drilling supervisor of an oil rig depends a great deal on his
technical knowledge of drilling.

However, as one moves to higher levels of management within the organisation, the
importance of technical skill diminishes because the manager has less direct contact with day-
to-day problems and activities.

Thus, the president of an oil company does not need to know much of the technical details of
drilling for oil or how to refine it.
 What are Technical Skills?
• It refers to specialised knowledge and expertise needed to accomplish
specific or complex actions, tasks and processes.
• Knowing the methods, techniques and equipments to actually do a job.
• Many managers get promoted to their first management level because
they have excellent technical skills.
• Tech. skills are very important for the managers or supervisors so they
can manage their area and team members.
• Example: McDonald/ Starbucks provide technical knowledge to their
store managers to prepare coffee and various snacks, how to use cash
register in order to effectively manage stores.
Human skill: It is the ability to work with, understand and motivate other
people.

This skill is essential at every level of management within the organisation,

but it is particularly important at lower levels of management where the
supervisor has frequent contact with operating personnel.
 What are Human Skills?
• The ability to interact and work well and effectively with other people,
individually or/and in groups.
• The ability to motivate, communicate with others, showing empathy, resolve
conflicts, understanding of body language, others feelings and needs, growth
mindset. Self awareness etc.
• Proper execution of one’s human skills is often called Human Relations.
• Example: Starbucks understands that happy employees are better employees
and offers health benefits and free coffee etc. Store ( frontline ) managers are
also encouraged to offer flexible schedules to their non management employees.
Conceptual skill: It is the mental ability to coordinate and integrate the
organisation’s interests and activities.

It refers to the ability to see the ‘big picture’, to understand how a change in any
given part can affect the whole organisation.
 What are Conceptual Skills?

• The ability to think in abstract or to see a Big Picture. Enable individuals to

identify, conceptualise and solve intricate problems. Allows leaders to
think through and work with ideas, hypothesis and concepts.
• Important in workplaces because they allow professionals to think and
work through abstract ideas and come up with multiple solutions to
complex issues.
• Conceptual skills in leadership:
• It includes deep strategic thinking, creativity, decision making and
problem solving.
• Example: Cipla shifting from oral anti-asthmatics to aerosol therapy.
Managerial functions: Planning, Organizing,
Leading and Controlling
• A manager’s primary challenge is to solve problems
creatively.
• Principles of management have long been
categorized into the four major functions of
planning, organizing, leading, and controlling (the P-
O-L-C framework).
• Managers first need to develop a plan, then organize
their resources and delegate responsibilities to
employees according to the plan, then lead others to
efficiently carry out the plan, and finally evaluate the
plan’s effectiveness as it is being executed and make
any necessary adjustments.
Planning is a formal process whereby managers choose goals, identify actions to
attain those
goals, allocate responsibility for implementing actions to specific individuals or units,
measure the success of actions by comparing actual results against the goals, and
revise plans accordingly.

Planning takes place at multiple levels in an organization and is an ingrained part of

a manager’s job. Planning is used by senior managers to develop overall strategies for
an organization (a strategy is an action that managers take to attain the goals of an
organization).

Planning, however, goes beyond strategy development to include the regulation of a

wide variety of organizational activities. Managers plan expenditures every year in a
budgeting process. Managers draw up plans for building new factories, opening new
offices, implementing new information systems, improving inventory control systems,
introducing ne w products, launching new marketing campaigns, rolling out
employee benefits programs, dealing with cries and so on.
Organizing refers to the process of deciding who within an organization
will perform what tasks, where decisions will be made, who reports to
whom, and how different parts of the organization will coordinate their
activities to pursue a common goal.

In a business, organizing typically involves dividing the enterprise into

subunits based on functional tasks—such as procurement, R&D,
production, marketing, sales, customer ser vice, human resources,
accounting, and finance – and deciding how much decision – making
authority to give each sub-unit.
Controlling is the process of monitoring performance against goals,
intervening when goals are not met, and taking corrective action. Controlling
is just as important as planning, strategizing, and organizing. Without control
systems to verify that performance is hitting goals, an organization can veer
off course.

An important aspect of controlling is creating incentives that align the

interests of
individual employees with those of the organization, helping to ensure that
everyone is pulling in the same direction.

An incentive is a factor, monetary or nonmonetary, that motivates individuals

to pursue a particular course of action.
Leading is the process of motivating, influencing, and directing
others in the organization to work productively in pursuit of
organization goals.

Leading also entails articulating a grand strategic vision for an

organization and becoming a tireless advocate for that vision.
Leading and developing employees are in many ways the core connection among planning
and strategizing, organizing, controlling, and creating incentives. Skilled leaders

• Drive strategic thinking (strategizing) deep within the organization while articulating their
own vision for the organization.
• Have a plan for their organization and push others to develop plans.
• Proactively structure the organization to implement their chosen strategy.
• Exercise control with a deft hand, never seeming too overbearing or demanding, while at
the same time never taking their eyes off the ball.
• Put the right kinds of incentives in place.
• Get the best out of people by persuading them that a task is worthy of their effort.
• Build a high-quality team of other managers and employees through which they can work
to get things done.

Without skilled leaders strategy may fail. The organization may become bureaucratic; control
may be lost; employees will lack incentives and motivation; and the organization may suffer
insufficient human capital.
Definition of Organization: These are some simple-to-understand definitions of organization by
authors:

An identifiable group of people contributing their efforts towards the attainment of goals is
called an organization.
McFarland

“Organization is the process of identifying and grouping the work to be performed, defining and
delegating responsibility and authority, and establishing relationships for the purpose of
enabling people to work most effectively together in accomplishing objectives.

Organization is the form of every human association for the attainment of a common purpose.
Mooney and Railey

Organization involves the grouping of activities necessary to accomplish goals and plans, the
assignment of these activities to appropriate departments, and the provision of authority,
delegation, and coordination.
Koontz and O'Donnell
Importance of Organization: The basic purpose of the organizational function is to ensure the optimum
utilization of the available resources in an organization. The organizing function is so crucial that even a
small mismatch between jobs, people, and authority can lead to big trouble.

The following are the importance of organization:

 It helps in establishing a clear relationship between the different positions.

 It provides the hierarchy of roles and responsibilities in an organization.

 The organization defines the degree to which authority can be delegated and responsibility can be
assigned.

 It facilitates the attainment of the organization’s objective friction.

 It helps in understanding the similarity of jobs leading to departmentation.

 It is a science of defining positions and an art of establishing relations between them.

 More simplicity in structure means a more integrated system.

Characteristics of Organization

 The following are the important characteristics of

organization:

 Division of Labor
 Common Purpose
 Communication
 Authority Responsibility Structure
 People
 Environment
 Coordination
 Rules and Regulations
Division of Labor
The entire work of an organization is divided into functions and sub-functions.
Division of labor leads to specialization because men acquire greater skill and
knowledge when they perform a single operation again and again.

Division of labor helps to overcome wastage of efforts and duplication of work.

Effective and proper division of labor leads to an increase in the quality and
quantity of output.

Common Purpose
The basis of any organization is to achieve some common goal. The structure is
bound together by the pursuit of specific and well-defined objectives.

An objective cannot be achieved without an organization, likewise, an organization

cannot exist for long without goals and objectives. The structure of an organization
should reflect these objectives so as to make the entire organization bound by a
common purpose.
Communication
Effective communication is vital for success in management. Every organization has
its own methods and channels of communication.

These channels are necessary for mutual cooperation and understanding among
the members of an organization. The channels are communication may be upward,
downward, vertical, formal, or informal.

Authority Responsibility Structure

In an organization, there is a proper arrangement of positions into a graded series.
There is a clear definition of authority in each position.

It specifies who is to direct whom and who is responsible for what result. The
structure helps an individual in the organization to know what his role is and how
he is related to other roles.
People
An organization is made up of a group of people who constitute the dynamic
human element of an organization. Therefore, authority provisions and
grouping of activities must take into account the customs and limitations of
people.

Environment
An enterprise functions in a very dynamic environment which comprises
social, political, economic, and legal factors. Thus, the structure is designed
to adapt itself to the changing environment.
Coordination
An organizational structure provides for the effective coordination
of different activities and parts of an organization so that it
functions as an integrated whole.

People in an organization perform different functions but all of

them have only one aim i.e. to accomplish the enterprise’s
objectives for which the organization provides a suitable method
to ensure that there is proper coordination of different activities.

Rules and Regulations

Rules and regulations are provided for the orderly functioning of
people in every organization. These may be in writing or implied
from customary behavior.
Structural types

Functional Divisional

Transnation
Matrix
al

Project
The functional structure
The functional structure divides responsibilities according to the
organisation’s primary specialist roles such as production, research and
sales.
A functional structure (1 of 2)
 A functional structure (2 of 2)

Advantages Disadvantages
  Senior managers
Chief executive in touch with
overburdened with routine
all operations matters
 Senior managers neglect
 Reduces/simplifies control
strategic issues
mechanisms
 Difficult to cope with diversity
 Clear definition of
 Coordination between
responsibilities
functions is difficult
 Specialists at senior and  Failure to adapt.
middle management levels.
The divisional structure

The divisional structure is built up of

separate divisions on the basis of products,
services or geographical areas.

Divisionalisation often comes about as an

attempt to overcome the problems that
functional structures have in dealing with
diversity.
A multidivisional structure (1 of 2)
 A multidivisional structure (2 of 2)

Advantages Disadvantages
• Flexible (add or divest • Duplication of central and divisional
divisions) functions
• Control by performance • Fragmentation and non-
• Ownership of strategy cooperation
• Specialisation of • Danger of loss of central control.
competences
• Training in strategic view.
The matrix structure
The matrix structure combines different structural dimensions
simultaneously, for example product divisions and geographical
territories or product divisions and functional specialisms.

In matrix structures, staff typically report to two managers rather than

one.
Matrix structures (1 of 3)
Matrix structures (2 of 3)
 Matrix structures (3 of 3)

Advantages Disadvantages
• Integrated knowledge • Length of time to take decisions
• Flexible • Unclear job and task responsibilities
• Allows for dual dimensions. • Unclear cost and profit responsibilities
• High degrees of conflict.
Multinational structures

Source: Reprinted by permission of Harvard Business School Press. From Managing Across Borders: The Transnational Corporation, 2nd edition by C.A. Bartlett and
S. Ghoshal, Boston, MA, 1998. Copyright © 1998 by the Harvard Business School Publishing Corporation. All rights reserved.
International divisions

An international division is a stand-alone

division added to the structure of the main
home-based business. Often adopted by
corporations with large domestic markets
where an initial entry into overseas markets is
small-scale and does not require structural
change to the original, much bigger, home
businesses.
The international division is centralised, but
not highly coordinated with other parts of the
business.
Local subsidiaries
Local subsidiaries have most of the functions required to operate in
their particular local market e.g. design, production and marketing.
They are a form of geographic divisional structure with high local
responsiveness and are loosely coordinated.
Common in professional services such as law, accounting and
advertising.
Global product divisions
Global product divisions are often used where economies of scale
are important. Organising the design, production and marketing on
the basis of global divisions rather than local subsidiaries typically
maximises cost efficiency. It also helps direct central resources to
targeted markets and facilitates cross-subsidisation of unprofitable
geographical markets.
Local responsiveness is very low.
Transnational structures

The transnational structure combines local

responsiveness with high global coordination.
Key advantages include:
• Knowledge-sharing – sources of ideas and capabilities for the whole
corporation.
• Specialisation – units specialise in areas of expertise to achieve greater scale
economies for the whole corporation.
• Network management. The corporate centre has the role of managing this
global network of specialisms and knowledge.
Project-based structures
A project-based structure is one where teams
are created, undertake a specific project and are
then dissolved.
This can be appropriate for organisations that
deliver large and expensive goods or services
(e.g. civil engineering,) and those delivering time-
limited events (e.g. sporting events like London
Olympics 2012 or consulting engagements).
The organisation structure is a constantly
changing collection of project teams created,
steered and glued together loosely by a small
corporate group.
Historical background of management
Frederick Taylor (1856-1915) - The Famous Figures In The History Of Management
Theories

One of the most famous individuals in the history of Management Theories. He

credits for developing the theory of Scientific Management, which he published in
his book, The Principles of Scientific Management, in 1911.
Taylor's Principles

Taylor's principles focused on making work more efficient by breaking it down into
smaller and simpler tasks performed quickly with maximum efficiency. He believed
that if workers were given clear instructions and rewarded for their efforts, they
would be more productive.

Task Specialization

The principles he developed are still used today in many different industries. One of
the main principles he created was "task specialization." This principle states that
people should specialize in specific tasks and become experts, leading to increased
productivity. It led to an increased focus on how jobs were structured, which was an
essential factor in determining productivity.
Time and Motion

He also pioneered the idea of time-and-motion studies, using the stopwatch to

analyze the best way for workers to perform specific tasks so that they could
increase their productivity by doing them faster and more efficiently. This same
principle is still used today in factories all over the world.

Incentivizing Employees

An essential part of Taylor's legacy is incentivizing employees with bonuses or extra

pay when they exceed their quotas or reach specific goals. With this idea,
companies began rewarding not just hard work but results as well. It helped foster a
culture where employees felt their work had value and were rewarded directly
instead of simply working hard because of loyalty alone.
Better Wages

In addition to promoting efficiency within organizations through scientific

management techniques, Taylor advocated for better wages for workers who
performed difficult physical labor. He believed that paying good wages would
encourage people to stay longer at their jobs, leading to less turnover and a
more stable workforce—a concept that remains important today.
Henri Fayol (1841–1925) - The Famous Figures In The History Of
Management Theories

One of the most influential figures in the history of management

theories, and his work is considered a foundation for modern
management theories. He is known as the “Father of Modern
Management.”
Division of Work: Division of work refers to dividing the work into compact jobs and
allocating these compact jobs to different individuals.

Fayol recommended that every kind of work must be divided and allocated as per
competence, qualification, skill and experience. The intent of division of work is to produce
more and better work for the same effort.

Division makes each task simpler and repetitive performance helps in gaining speed,
accuracy and specialization.

This principle applies to both managerial as well as technical work.

Due to this reason, big companies have separate departments for finance, marketing,
production and human resources. All of them are headed by specialised persons and they
collectively achieve production and sales targets of the company.
Authority and Responsibility: As per this principle, there should be proper balance between
authority and responsibility.

Authority is the right to give orders to subordinates and responsibility is the duty, which a
subordinate is expected to perform by virtue of position in organisation. Authority and
responsibility go hand in hand.

Parity between authority and responsibility helps in meeting responsibilities on time and
prevents misuse of authority.

Discipline: Discipline refers to obedience to rules and regulations of the organisation, which
is necessary for systematic working of the organisation.

According to Fayol, discipline requires good supervisor at all levels, clear and fair agreement
regarding rules and judicious application of penalties.

Discipline is must for all the enterprises and for all the levels.
Remaining 11 principles – refer word document
Douglas McGregor (1906-1964) - The Famous Figures In The History Of
Management Theories

Was an American social psychologist and management theorist. He is best

known for his contributions to the History Of Management Theories, notably
his Theory X and Theory Y. His theories remain highly relevant in modern-day
management research, and practice theories have been highly influential in
developing modern management practices.
Theory X and Theory Y

This model proposed two different approaches to managing people. It has

a negative process (Theory X) that assumes that employees are lazy and
need to be motivated by external rewards.

And a positive direction (Theory Y) assumes employees are self-motivated

and can be trusted with more responsibility.

The model became one of the most widely accepted models for
understanding employee motivation and has significantly impacted
modern management practices.
Elton Mayo (1880-1949) - The Famous Figures In The History Of Management
Theories
Mayo’s contributions to the field are based on several fundamental principles. He
argued that managers should treat employees with respect and understanding
rather than view them as cogs in machines or tools for increasing efficiency.

He believed that employees should be motivated by more than just financial

rewards and that their feelings and attitudes significantly impact performance.

He also emphasized communication between employers and employees to build

trust and foster collaboration.

Finally, he argued that group interaction could lead to greater productivity than
individual efforts alone could achieve.
Hawthorne studies

Perhaps one of the most quoted approaches in respect of people management

is Elton Mayo's studies at the Hawthorne Works of Western Electric in Chicago,
His findings showed that productivity of workers improved when working
conditions were discussed between employees and management -whether or
not the conditions were actually improved. His work contributed a lot to
motivational theory.

His work (1949) concluded that the difference was the result of feeling part
of a team and lead to the new idea that workers should be considered to be
part of a social organism rather than individual cogs in a large wheel.
Herzberg, F. (1960s)
Job enrichment

Herzberg differentiated between motivational and hygiene factors, the latter

being
such things as salary and working conditions.

In his later work (1968) he suggested that' in attempting to enrich an employee's

job, management often succeed in reducing the man's personal contribution,
rather than giving him an opportunity for growth in his accustomed job'. He
called this 'horizontal loading', Which he suggested, merely enlarges the
meaninglessness of the job.
Peter Drucker (1909-2005) - The Famous Figures In The History Of Management
Theories

Peter Drucker was one of the modern era's most influential and widely recognized
management theorists.

He was an Austrian-born American management consultant, educator, author, and

professor who made significant contributions to the field of management theory.
Drucker developed several vital principles for effective management which still have relevance today are
the following:

• Take responsibility for decisions;

• Know your strengths;

• Focus on value creation;

• Develop team spirit;

• Utilize information technology;

• Develop systems to monitor performance;

• Adopt a global perspective in decision-making;

• Develop an adaptive organization structure;

• Create an entrepreneurial culture,

• Empower employees through trust

Management by Objectives
Either determine or revise organizational objectives for the entire company. This broad overview
should be derived from the firm’s mission and vision.

Translate the organizational objectives to employees. In 1981, George T. Doran used the acronym
SMART (specific, measurable, acceptable, realistic, time-bound) to express the concept.

Stimulate the participation of employees in setting individual objectives. After the organization’s
objectives are shared with employees from the top to the bottom, employees should be
encouraged to help set their own objectives to achieve these larger organizational objectives. This
gives employees greater motivation since they have greater empowerment.

Monitor the progress of employees. In step two, a key component of the objectives was that they
are measurable for employees and managers to determine how well they are met.

Evaluate and reward employee progress. This step includes honest feedback on what was achieved
and not achieved for each employee.
Credit: For the next 8 pictures:

ESSENTIALS OF MANAGEMENT An International and Leadership

Perspective Ninth Edition

Harold Koontz Heinz Weihrich (Late) Professor of Global Management

and Professor of Management Behavioral Science University of
California, Los Angeles Dr. H.C. San Martin University, Peru