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"Staffing" refers to the process of recruiting, selecting, training, and

developing employees to fill the roles within an organization. It involves
ensuring that the right people with the necessary skills and qualifications
are in the right positions to accomplish the organization's goals.

The skills of a manager in an organization include:

1. **Communication**: Being able to talk and listen well.

2. **Leadership**: Guiding and inspiring others.
3. **Problem-Solving**: Finding solutions to challenges.
4. **Decision-Making**: Making choices for the team or company.
5. **Organization**: Keeping things in order and on track.
6. **Teamwork**: Working well with others.
7. **Adaptability**: Being flexible and able to change.
8. **Time Management**: Using time wisely.
9. **Conflict Resolution**: Solving disagreements peacefully.
10. **Motivation**: Encouraging and energizing the team.
In business, being effectiveness means doing things well to make the
company successful. It's about getting the job done right and making a
positive impact. When things are effective, they help the business grow and
do better.
A skill is a learned ability to perform tasks effectively and efficiently, typically
acquired through practice, training, or experience.

Managerial skills are the abilities and qualities that enable a person to
effectively lead and coordinate the activities of a team or organization. These
skills include communication, leadership, problem-solving, decision-making,
organization, teamwork, adaptability, time management, conflict resolution,
and motivation. Managerial skills are essential for achieving goals, fostering
teamwork, and ensuring the success of the organization.

Technical skills are the practical abilities and knowledge needed to do

specific tasks in a job or field. They involve using tools, equipment, or
software to perform tasks effectively. Examples include computer
programming, using machinery, or analyzing data.

Interpersonal skills are the abilities to communicate and interact effectively

with others. They include listening, empathy, teamwork, and conflict
resolution, helping build positive relationships in personal and professional
settings. Example a manager demonstrates interpersonal skills by actively
listening to employees' concerns and providing empathetic support to help
resolve conflicts within the team.

Conceptual skills refer to the ability to think creatively and understand

complex ideas. They involve seeing the bigger picture, recognizing patterns,
and making connections between different concepts. Conceptual skills are
crucial for strategic planning, problem-solving, and decision-making at higher
levels of management. A manager with conceptual skills can analyze market
trends and formulate long-term strategic plans for the company's growth.
Diagnostic skills involve the ability to analyze problems or situations, identify
the underlying issues or root causes, and determine appropriate solutions.
This skill is essential for effectively diagnosing problems in various contexts,
such as troubleshooting technical issues, diagnosing medical conditions, or
identifying organizational challenges.

Analytical skills, on the other hand, involve examining data or information to

understand patterns, trends, and relationships. It's about breaking down
complex information into smaller parts to gain insights or make decisions.

While both skills involve critical thinking and problem-solving, diagnostic skills
focus more on problem identification, whereas analytical skills focus on data
analysis and interpretation.

Time management for a manager means organizing tasks efficiently, setting

priorities, and using time wisely to meet deadlines and achieve goals.

Management is a mix of both art and science. Let me explain it simply.

Management as Art:
In management, there are many theories and ideas to learn from, like in arts where
different writers, musicians, and painters express themselves uniquely. Managers use
these theories and principles to handle various situations in their own creative ways.
Management as Science:
Science follows a structured approach, and so does management. It uses theories and
principles to understand and solve problems. Management also has its own terms and
definitions to explain certain processes. Like in science, management theories are based
on observations and experiments, and they can guide managers in their work.
In conclusion, management combines both artistic creativity and a systematic scientific
approach to help managers handle different situations effectively.
*(I understand your question. Management combines both science and art because it
involves using principles and theories in a creative and adaptive manner. While science
provides a structured approach with well-defined principles and theories, art emphasizes
the unique application of these principles and the ability to innovate and communicate
effectively in various contexts.
In management, principles and theories are recognized as both science and art because
they are not just about following strict rules or guidelines. Instead, they are applied in a
more flexible and imaginative way, considering the specific circumstances and
requirements of each situation. This creative application of principles and theories is what
makes management an art, in addition to its scientific foundations.)*

"Management is getting things done by others" - explain.

"Management is getting things done by others" means that managers coordinate people
and resources to achieve the goals of the organization. According to Mary Parker Follett,
management is "the art of getting things done through people." This means that good
managers lead their team, while employees do the actual work. It's important for managers
to understand how to divide tasks efficiently and create a positive work environment where
employees are not mistreated or forced to work. So, managers don't do the work
themselves; they guide and support their team to get things done. Managers coordinate
human efforts and resources to meet organizational goals, using an understanding of
economic principles like division of labor. Workers should be treated well, with a favorable
work environment maintained. So, the statement is true: "Management is getting things done
by others."

What is scientific management? State four principles of scientific

management.
According to Taylor, "Scientific Management is an art of knowing exactly what you want
your men to do and seeing that they do it in the best and cheapest way".
In Taylors view, if a work is analyzed scientifically, it will be possible to find one best way to
do it.
Finally, we can say that scientific management, also called Taylorism, is a theory of
management that analyzes and synthesizes workflows. Its main objective is improving
economic efficiency, especially labor productivity. It was one of the earliest attempts to
apply science to the engineering of processes and to management.
The Basic Principles of Scientific Management
1. Scientific analysis of each work production.
2. Scientifically select and then train, teach, and develop the worker.
3. Develop cooperation between workers and management.
4. Divide work and responsibility equally between management and workers.

Briefly explain 14 principles of modern management

1. Division of Work: The principle of dividing the work of the organization into different parts
according to the need and clearly specifying the responsibility and authority of each is
called the principle of division of labor.
2. Authority and Responsibility: When an employee employed in the organization is
entrusted with the responsibility of performing a particular task, giving the necessary power
to perform it is called - authority.
3. Discipline: Everyone should follow the rules.
4. Unity of Command: Each person gets orders from only one boss.
5. Unity of Direction: Everyone works toward the same goal.
6. Subordination of Individual Interest: Team goals come first.
7. Remuneration: Pay employees fairly.
8. Centralization: Reserving the decision-making power of the organization to the higher
level managers is called - Centralization.
9. Scalar Chain: Follow the chain of command.
10. Order: Keep things organized.
11. Equity: Treat everyone fairly.
12. Stability of Tenure: Keep employees for a long time.
13. Initiative: Encourage new ideas from employees.
14. Esprit de Corps: Promote teamwork and unity.
 Classification of planning

Planning

Objective Organization
Time basis plan
oriented plan based plan

1.Goal plan 1.Basic plan

1.Short range plan
2.Standing plan 2.Derivative plan
2. Mid-range plan
3. Single used 3.Master plan
3.Long range plan
plan
4.Operative plan

5.Tactical plan

6.Strategic plan

Objective-oriented planning involves creating plans focused on achieving specific goals or

objectives.
a. The intended outcome of the plan is called the goal.
b. A plan which is once adopted in the organization and used repeatedly in the organization
until a new plan is adopted is called a standing plan.
c. A plan which is formulated to be used only once and not to be used again and again is
called a single used plan.

A time-based plan is a type of planning that focuses on setting specific objectives and
actions within a defined timeframe.
a. Plans generally undertaken for a period of one year or less are called short-term plans.
b. Plans generally undertaken for a minimum period of one year and a maximum period of
five years are called short-term plans.
c. Plans generally undertaken for any period beyond five years are called long term plan.

An organization-based plan is a detailed strategy made for a specific organization to help it

reach its goals.
a. Basic plan is that plan through which prime objectives are fulfilled.
b. Derivative plan is that plan through which Secondary objectives are fulfilled.
c. When a plan is determined for whole business it is called master plan.
d. When a plan is made for specific activities it is called operative plan. Generally, it is for
short term periods.
* These plans are set by and for lower-level managers.
e. When a plan is made for temporary events it is called tactical plan.
* These plans are set by and for middle-level managers.
f. When a plan is made to avoid future risk with different strategy It is called strategic plan.
* These plans are set by and for Top-level managers.
Decision making definition.
Decision making is the process of selecting the best course of action from
among multiple alternatives to achieve a desired outcome or solve a problem.
Decision making is 2 types.
1.Programmed decision: Program decision is a decision that is a fairly
structured decision or recurs with some frequency or both.
2.Non-programmed decision: A non-programmed decision can be defined as
a decision that is unstructured, does not occur frequently, or is unique in
nature.
What is the difference between program and non-program decision?

Decision making is the primary task of the manager comment.

Making decisions is the top job for managers. They're responsible for choosing
the best paths to solve problems and lead their team to success. Managers
decide on important things like hiring new team members and setting goals
for the company's future. They carefully consider different options and think
about what will work best. While some decisions are easy, others are tough
and need a lot of thinking. Good decision making can make a team or
company shine, while bad decisions can lead to trouble. Managers need to be
wise and take their time when making decisions to ensure they're doing what's
best for everyone. They often rely on information, experience, and advice to
help them make the right choices. Mastering decision making is crucial for
managers to excel in their roles.