Concept
of the management
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Definition:- “Management is an art or a
manner of managing, controlling or conducting an organisation and it is a
skilful use of means or resources to accomplish a purpose.”
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The practice of management is
direction the activities of others in the optimal application of all resources
to accomplish planned objectives.
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Management is concerned with
five ‘M’s:-
(1)
Materials
(2)
Methods
(3)
Money
(4)
Men
(5)
Machines
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Maximise the quality results
from the resources available.
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Management is the area of
getting things done through and with people, so the overall job of a manager is
to create an atmosphere within the organisation which will facilitate the
accomplishment of its objectives.
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For this purpose, one has to
perform series of functions.
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Everyone has his own list of
functions and tries to defend or protect himself by achieving a given target in
specified time limit.
Objectives
of the management
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The greatest challenge offered
to the management is how to reconcile and integrate human efforts, resources
and facilities towards common goods while avoiding discords and common
disasters.
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The objectives of the
management are many such as:-
(1)
Profitability
(2)
Market standing
(3)
Innovation
(4)
Productivity
(5)
Physical & financial
resources
(6)
Manager performance and
development
(7)
Worker performance and attitude
(8)
Social responsibility
Modern Management
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The meaning of a management and
controlled activities carried on in any modern organisation may be reduced to a
following basic principle:-
SOUND MANAGEMENT = CAREFUL
PLANNING + EFFECTIVE CONTROL
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Maximisation of profit is the
ultimate objective of production planning.
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Quality maintenance,
improvement % innovation and cost reduction can alone give organisation a well
laid down foundation for its quick progress.
Classification of
Management
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The term management has the
following classification:-
(a) Top level management:- It consists of managing director or general manager and other
high rank officers, such as deputy general manager and works manager etc. They
are the chief men or heads of the
various departments.
(b) Middle level management:- Other managers of officers in different departments such as
purchase officer, production superintendent, chief store officer etc. come
under the category of middle management. They are responsible for top
management on the one hand and have control and supervision over the lower
management staff.
(c) Lower level management:- It consists of foremen, supervisors, inspectors and office
superintendent and such other staff. They are just above the operational staff
and their function is to get the work done from operational staff according to
the instruction of middle management.
Organisation
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Every business needs to be
organised for better performance.
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“Organisation is the
co-ordination of man, material and machinery in such a way that maximum output
at ease and efficiency under minimum total cost is assured.”
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“Organisation is a form of
human association to produce cheapest products of better quality.”
Duties and
responsibilities of organisation
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It provides means and medium
through which groups of people work together effectively for the achievement of
specific task.
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It is to create relationship
which can minimise friction and work on objectives.
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It should clearly define the
responsibilities of all persons in the factory. This is absolutely essential
where there is a large size of enterprise and use of principle of division of
labour.
Organisation structure
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It has been pointed out that
people like to work for a company
(1)
Which runs smoothly
(2)
Where there is a clear
organisation structure
(3)
Clear responsibilities of
management
(4)
An efficient organisation of
work distribution
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Good organisation is essential
for efficient employee performance, since it effects both
(a)
The manner in which the work is
to be performed
(b)
The effectiveness with which
the work is supervised and controlled.
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Thus, in order to achieve the
objectives of the industry, the efforts of all employees must be organised
properly.
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At the top of the management
structure, the Board of Directors is the top policy making body and day-to-day
administration is carried out at the unit level by the General
Manager/President/C.E.O., who is functioning as the Chief Executive for all
practical purpose achieved through lower level management.
Functions
of Textile Management
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The various functions of
management are as under:-
(1) Production management:- It aims at optimum production at minimum cost, within the
shortest possible time and without affecting the required standards of quality.
(2) Material management:- It covers efficient management of material in all its aspects
including
(a)
Material planning and
programming
(b)
Purchasing
(c)
Inventory control
(d)
Receiving
(e)
Warehousing and store keeping
(f)
Material handling
(g)
Disposal of scrap and surplus.
It has been found that in the textile industry cost of material
accounts for nearly 2/3rd of the total cost of production and hence
there is great importance of efficient inventory management in all the
industry.
(3) Project planning:- This is an important management technique. Project appraisal is a
technique of evaluating and analysing investment in their entity. Inadequate
investment planning and failure of many development programmes are often
attributed to insufficient attention to project planning. Consideration,
necessary for project evaluation are mean to provide outline of the problem and
not the application of the techniques of evaluation.
(4) Cost accounting:- The cost accounting system is designed to provide the information
of determining the costs of products, processes or operations and for
exercising cost control in many directions to the management. Cost control
means maximum utilisation of men/manpower, machines and money. Profitability of
the industry is dependent on successful controlling of the costs.
(5) Sales management:- It covers marketing activities and functions required for the
sale of products and it strives for recurring the best results of marketing
strategy.
(6) Quality control:- The survival of the industry depends mainly upon
(a)
Its ability to manufacture
goods of acceptable standards and
(b)
Market them at reasonable
price.
In order to achieve this objective, it is absolutely necessary for
the management
(a)
To influence an up-to-date
research and development programme, whereby reasonable standard quality goods are manufactured
(b)
Effective quality control
measures/steps are adopted to ensure standard quality at each subsequent
process and
(c)
Reduce damages and variations
in the final product quality.
(7) Operation research:- It is an important tool of management which applies scientific
method to the problem of production and finance. Operation research has been
the right method of attack on problems arising in the management by way of
right control of men, machines and materials.
(8) Value analysis:- It is an organised approach which has the efficient
identification of unnecessary costs which provide neither quality nor
appearance. Value analysis results in orderly utilisation of alternative
materials. It is a technique of cost reduction based on systematic and organised
examination of every item of cost, which goes in to the manufacture of the
fibre and fabric in terms of value or custom satisfaction.
(9) Personal management:- It aims at obtaining capable people for achieving the objectives
of the organisation and to ensure that their efforts are utilised effectively.
The function of personal managements are:-
(a)
Manpower planning
(b)
To fix job specification
(c)
Scientific requirement
(d)
Selection of staff
(e)
To provide training for new
technique of development
(f)
Wage and salary administration
(g)
Continuous development
(h)
To maintain industrial
relations
(10)
Labour participation in management:- In
a socialist democracy, labour occupies a unique position in the industry. All
the efforts must be made by the government, employer and workers to generate
the right or healthy climate for the success of worker’s participation and to
give a sincere and genuine trail to such schemes for the continuous growth of
the industries.
(11)
Pricing:- Pricing is a critical decision
as it affects sales revenues and ultimately the profits. The three basic
methods of pricing based on costs are:- (a) Cost + Pricing, (b) Marginal cost,
(c) Break-even concept in pricing. The basic principle of a Textile cost system
is to control it by predetermined budget estimates and the manufacturing costs
of various yarns and materials. Costs are a measure of operational efficiency.
Planned costs give the desired efficiency and profitability.
(12)
Industrial relations:- To maintain the
good industrial relations is an important and vital function of Textile
management. In a democracy based on socialist pattern of society, it is more
important to keep harmonious relations between employees and employers in order
to achieve high levels of productivity. It also aims at maintaining and
developing employee’s motivation as well as employee’s moral.
An impact of Scientific Management
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Scientific management is the
latest development in the evaluations of management.
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The management logically has
become scientific management with the application of methods of science.
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Scientific management is that
management which uses the scientific approach and scientific methods for all
the types of problems and their solutions as opposed to the traditional
management which uses non-scientific approach and non-scientific methods for
these problems and their solutions.
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Scientific approach means:-
(1)
Objective in thinking and doing
(2)
Exact measurement
(3)
Making and following laws and
principles
(4)
Experimentation and their
rational application.
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This is the basic change in
approach which distinguishes the scientific management from traditional
management which believes in the non-scientific of thinking and doing.
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The traditional management is
always stressed on subjective or intuitive approaches and trail and error
approaches.
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The chief characteristic of
scientific management is that it brings a drastic change in management approach
towards looking at the problems and solving those problems.
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Now a days most of the modern
organisation and industries are adopting a fully computerisation system for
their administration and production departments to cut-short the time and to
achieve an accuracy in their quality output.
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This is a best example to
distinguish the traditional management and scientific management because this
type of output and time saving is quite impossible within the environment of
traditional management.
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