Course Material of ESDP on Food Processing in Hindi + English
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Course Material of ESDP on Food Processing in Hindi + English

Course Material of ESDP on Food Processing in Hindi + English Course Material of ESDP on Food Processing in Hindi + English

msmediagra.gov.in
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09.07.2015 Views

MANAGEMENT OF SMALL ENTERPRISESThe goal ong>ofong> a business enterprise is generally to earn more and more prong>ofong>it for longterm survival and growth. This goal is achieved by blending the resources or input elementsnamely:MEN, MACHINE, MATERIAL, MONEY, MARKET, METHOD and MANAGEMENT. Ofthese elements, “ Management” stands at the apex ong>ofong> the enterprise pyramid.Management is defined as the process ong>ofong> getting things done through the utilisation ong>ofong>resources. It is that function ong>ofong> an enterprise which concerns itself with the direction andcontrol ong>ofong> various activities to attain the business objectives.Management’s primary function is to make decisions that determine the future courseong>ofong> actions and to see that the desire goal is achieved as per decisions planned.Due to competitive market conditions, the sales price ong>ofong> a product having a particularquality is fixed. Hence, in order to earn more and more prong>ofong>it, the entrepreneur should reducethe cost ong>ofong> production and overheads. This will require application ong>ofong> modern tools andtechniques ong>ofong> management in the field ong>ofong> production, finance, personnel etc.In case ong>ofong> small enterprises, the entrepreneur is his own manager. He can not afford toengage expert in specific fields like large scale industries. One should be very watchful on hisown performance. He should constantly compare his performances and motivate himself forbetter and better performance. Some ong>ofong> the managerial qualities may be learn and others to bedeveloped. To be a successful manger, the entrepreneur must utilise all his resources in themost efficient manner so that the sum ong>ofong> the outputs is larger than the sum ong>ofong> the inputs.Management is both science and an art. while scientific techniques ong>ofong> managementare applied to materials governed by known physical laws, the techniques ong>ofong> management areapplied to people and must rely on people to ensure that they are properly applied. Hence, itis also regarded at an art.DUTIES AND RESPONSIBILITIES OF MANAGEMENT:1. To organise managerial and supervisory function.2. To develop highly efficient plant layout and equipment.3. To establish most simple and economic methods ong>ofong> production.4. To arrange proper division ong>ofong> work and responsibility to individuals and groups.5. To regulars internal transport, material, tools, stores, movement and routing ong>ofong> operations.6. To develop a system for planning production ahead.7. To standardize, simplify the machinery, tools, equipment, materials and processes.8. To maintain discipline and to keep control ong>ofong> the employees.9. To suggest new ideas and improveness.10. To keep coordination among the staff at various levels.11. To keep proper records.FUNCTION OF MANAGEMENT:The wisdom with which a manager acts or performs his functions may well decide thefuture ong>ofong> the enterprise. The functions ong>ofong> management are outlined below.1. PLANNING: Planning is essentially dealing in advance what is to be done. To plan is topropose a forward programme for guiding the future affairs ong>ofong> an enterprise. A plan52

provides springboard from the present. The elements ong>ofong> planning are (I) Forecasting, (ii)Establishing conditions and assumptions, (iii) Setting objectives, (iv) Establishingpolicies and programmes for accomplishment.2. ORGANISING: Organising the process and a structure is important as without it nomanager can get work done through people. One ong>ofong> the main task ong>ofong> an executive is tohave a team work among the members ong>ofong> his organisation.3. MOTIVATING: Motivation means inspiring people to intensify their desire andwillingness to execute their duty effectively and to cooperate for the accomplishment ong>ofong>the common objectives. Motivation is a powerful tool in the hands ong>ofong> the manager forgetting the things done.An important group ong>ofong> motivating forces are non financial incentives. A successfulorganisation will have such motivating forces as these:i) every member ong>ofong> the organisation must be proud ong>ofong> his job.ii) everyone must be proud ong>ofong> the reputation ong>ofong> his company.iii) all must have a sense ong>ofong> belonging.4. DIRECTING : Directing or direction embraces three essential activities viz.i) issuing ong>ofong> orders and instructions to subordinates,ii) guiding, counselling and teaching the subordinates the proper way ong>ofong> doing work.iii) supervising the subordinates to ensure that the work done by them conform to theplan.5. CO-ORDINATING: It is a process by which the manager achieves harmonious groupeffort and unity ong>ofong> action in the pursuit ong>ofong> a common purpose. Achievement ong>ofong> harmonyong>ofong> individual effort towards the accomplishment ong>ofong> group goals is the purpose ong>ofong> themanagement.6. CONTROLLING: The managerial function ong>ofong> controlling is the measurement andcorrection ong>ofong> the performance ong>ofong> sub-ordinates in order to make sure that enterpriseobjectives and the plans devised to attain them are accomplished. It enables themanagement team to take corrective measures to provide requisite facilities and timelyassistance to get the work completed in time. It permits the management to point outweaknesses and errors in order to rectify them and prevent recurrence.53

provides spr<strong>in</strong>gboard from the present. The elements <str<strong>on</strong>g>of</str<strong>on</strong>g> plann<strong>in</strong>g are (I) Forecast<strong>in</strong>g, (ii)Establish<strong>in</strong>g c<strong>on</strong>diti<strong>on</strong>s and assumpti<strong>on</strong>s, (iii) Sett<strong>in</strong>g objectives, (iv) Establish<strong>in</strong>gpolicies and programmes for accomplishment.2. ORGANISING: Organis<strong>in</strong>g the process and a structure is important as without it nomanager can get work d<strong>on</strong>e through people. One <str<strong>on</strong>g>of</str<strong>on</strong>g> the ma<strong>in</strong> task <str<strong>on</strong>g>of</str<strong>on</strong>g> an executive is tohave a team work am<strong>on</strong>g the members <str<strong>on</strong>g>of</str<strong>on</strong>g> his organisati<strong>on</strong>.3. MOTIVATING: Motivati<strong>on</strong> means <strong>in</strong>spir<strong>in</strong>g people to <strong>in</strong>tensify their desire andwill<strong>in</strong>gness to execute their duty effectively and to cooperate for the accomplishment <str<strong>on</strong>g>of</str<strong>on</strong>g>the comm<strong>on</strong> objectives. Motivati<strong>on</strong> is a powerful tool <strong>in</strong> the hands <str<strong>on</strong>g>of</str<strong>on</strong>g> the manager forgett<strong>in</strong>g the th<strong>in</strong>gs d<strong>on</strong>e.An important group <str<strong>on</strong>g>of</str<strong>on</strong>g> motivat<strong>in</strong>g forces are n<strong>on</strong> f<strong>in</strong>ancial <strong>in</strong>centives. A successfulorganisati<strong>on</strong> will have such motivat<strong>in</strong>g forces as these:i) every member <str<strong>on</strong>g>of</str<strong>on</strong>g> the organisati<strong>on</strong> must be proud <str<strong>on</strong>g>of</str<strong>on</strong>g> his job.ii) every<strong>on</strong>e must be proud <str<strong>on</strong>g>of</str<strong>on</strong>g> the reputati<strong>on</strong> <str<strong>on</strong>g>of</str<strong>on</strong>g> his company.iii) all must have a sense <str<strong>on</strong>g>of</str<strong>on</strong>g> bel<strong>on</strong>g<strong>in</strong>g.4. DIRECTING : Direct<strong>in</strong>g or directi<strong>on</strong> embraces three essential activities viz.i) issu<strong>in</strong>g <str<strong>on</strong>g>of</str<strong>on</strong>g> orders and <strong>in</strong>structi<strong>on</strong>s to subord<strong>in</strong>ates,ii) guid<strong>in</strong>g, counsell<strong>in</strong>g and teach<strong>in</strong>g the subord<strong>in</strong>ates the proper way <str<strong>on</strong>g>of</str<strong>on</strong>g> do<strong>in</strong>g work.iii) supervis<strong>in</strong>g the subord<strong>in</strong>ates to ensure that the work d<strong>on</strong>e by them c<strong>on</strong>form to theplan.5. CO-ORDINATING: It is a process by which the manager achieves harm<strong>on</strong>ious groupeffort and unity <str<strong>on</strong>g>of</str<strong>on</strong>g> acti<strong>on</strong> <strong>in</strong> the pursuit <str<strong>on</strong>g>of</str<strong>on</strong>g> a comm<strong>on</strong> purpose. Achievement <str<strong>on</strong>g>of</str<strong>on</strong>g> harm<strong>on</strong>y<str<strong>on</strong>g>of</str<strong>on</strong>g> <strong>in</strong>dividual effort towards the accomplishment <str<strong>on</strong>g>of</str<strong>on</strong>g> group goals is the purpose <str<strong>on</strong>g>of</str<strong>on</strong>g> themanagement.6. CONTROLLING: The managerial functi<strong>on</strong> <str<strong>on</strong>g>of</str<strong>on</strong>g> c<strong>on</strong>troll<strong>in</strong>g is the measurement andcorrecti<strong>on</strong> <str<strong>on</strong>g>of</str<strong>on</strong>g> the performance <str<strong>on</strong>g>of</str<strong>on</strong>g> sub-ord<strong>in</strong>ates <strong>in</strong> order to make sure that enterpriseobjectives and the plans devised to atta<strong>in</strong> them are accomplished. It enables themanagement team to take corrective measures to provide requisite facilities and timelyassistance to get the work completed <strong>in</strong> time. It permits the management to po<strong>in</strong>t outweaknesses and errors <strong>in</strong> order to rectify them and prevent recurrence.53

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