Interested to Buy Any Domain ? << Click Here >> for more details...
2. “Planning is looking Ahead & Control is looking
back” - Comment.
- 4 Answers
- 71449 Views
- Pepsi, I also Faced
- E-Mail Answers
Answer Posted / dada precious
Planning is one of the most important basic tools of management process.Since resources are scarce and must be judiciously utilized to meet the competing needs of individuals, firms and government,the need for planning is very imperative and can not be overemphasized. Planning is looking ahead because it is decision making regarding a future course of action. It helps us prepare for the future of the organization and enlarge our mental focus.
Control on the other end takes place after other functions is completed.It involves monitoring past plans and finding out if such plans has positive or negative effect on the organization. It analyzes the activities of planning, leading and organizing.
therefore, It is true that control involves looking behind and planning involves looking ahead
| Is This Answer Correct ? | 14 Yes | 2 No |
Post New Answer View All Answers
what are the benefits of insurance as compared to banking
What results did you achieve?
Who does technical bid evaluation and what does it means?
To make students apply the managerial effectiveness lessons learned in the class in the real life. Also to develop their analytical skills based upon their learning
HOW U CALCULATE DPCO (DRUGS PRISE CONTROL ORDER)
advantages and disadvantages of international trade
What are the differences between aseet and fund management What are the differences between unit and investment trusts
FULL FORM OF NASDAQ?
Research serves a single purpose-that of providing information to assist marketing manager to make better decisions? Elaborate this statement.
strength and weaknesses and how do you propose to overcome these weaknesses?
why bank rate is called as discount rate?
Justify your suitability for the position?
please give information about Aviation Management course
Case Study Please read the case given below and answer the questions given at the end. One afternoon in June 1972, Rao, industrial engineer of P.M.A. company, was called to the office of his immediate superior V.R. Naik, the production manager. Naik said, “Rao, I want to discuss a situation in the production department. A lot of people feel that Govindan is not the right man for the Assistant Superintendent’s position. The President and others have decided that I have got to fire Govindan or at least move him out of production. Everyone wants to fire Govindan, but I won’t do it to him. I was talking with Bhadra this morning, and we decided that you might be able to make use of Govindan in your department.” Rao was surprised by both the information, and the proposal. Naik concluded his comments with, “Rao, I am asking you to take Govindan. You can say ‘No’. But then he gets fired. I have told Govindan this. Also, Govindan knows that if he goes with you he will take a pay cut. However, I think you can make use of him both to your own and his satisfaction. You are, anyway, carrying out an in-process quality control, and you might be able to make good use of Govindan in view of his long technical experience of production work. Think it over, and let me know by tomorrow.” Rao thought over the matter. PMA company had been a successful enterprise until March 1972 at which time it suffered a sharp decline of profits : sales had fallen off, and production costs had risen. The President adopted three measures which he hoped would improve the condition. First, by creating an Industrial Engineering Department for establishing work standards on all production operations, to determine which manufacturing costs were out of line and where remedial action should be taken. Rao, 28 years old, who had been with the company for two years in the Purchasing department, was selected. Rao had B.E. and MBA degrees to his credit. What he lacked in his business experience he made up by his eagerness to learn. He was ambitious and liked by his associates. He wanted a transfer from Purchasing to Production for better opportunities for advancement. Secondly, he consulted a Management Consultation firm to make a study of the Production Department. They pointed out that the chain of command was too long from Production Manager through Plant Superintendent through Assistant Superintendent to Foremen. They recommended the elimination of the position of Assistant Superintendent. Thirdly, he engaged an Industrial Psychologist to appraise all the Supervisory Personnel. Govindan had been with the company for 20 years since its founding and during this period had worked on every production operation, and his last 11 years had been in supervisory capacity. His manners were rough and aggressive, he had little formal education. The industrial Psychologist’s report about Govindan contained the following points: (i) Evaluation for the position of Assistant Superintendent : Not good enough. (ii) Capacity for good human relations in supervision : Will have friction frequently. (iii) Need for development counseling: Counseling greatly needed. (iv) General evaluation: Govindan had a good ability profile. He suffers from a sense of inferiority. He does not like the responsibility of making decisions. His supervision is that of Autocratic type. Though he has the ability, as far as his personality make-up is concerned, he is out of place in the present position. Questions: 1. What is the problem in the case? Explain. 2. Explain Govindan’s behavior and work experience vis-à- vis the psychologist’s report. 3. How do you see Naik’s suggestion to Rao? Give reasons. 4. What are Rao’s considerations in taking a decision? What should he do? Explain.
How to make Private company into public limited company ?
