ASSIGNMENT ON PRINCIPLES & PRACTICES OF MANAGEMENT

REPORT ON COMPANY UNDER STUDY

SUBMITTED BY

KRYMENSKHEM 2010 LESPING 2110

MANVENDRA 2310 SINGLEMAN 2910 SILVESTER 2810 WEENA YANCEY 3210

INDIA POST

CONTENTS

CHAPTER NO. CHAPTER INFORMATION PAGE NO.

A LIST OF DIAGRAMS/TABLES ……………………………………..... iv

1. VISION STATEMENT ………………………………………………… 1

2. MISSION STATEMENT …………………………………….............. 2

3. ORGANIZATION STRUCTURE

a) CONCEPT …………………………………………………. 3

b) ORGANISATION STRUCTURE AT NATIONAL LEVEL…. 5

c) ORGANIZATION STRUCTURE AT TURA LEVEL …….….. 7

4. DIRECTION AND COMMUNICATION

a) CONCEPT …………………………………………………………..… 10

b) DIRECTION AND COMMUNICATION IN INDIA POST... 13

5. MOTIVATION

(a) CONCEPT…………………………………………………………….. 14

(b) HOW IT IS DONE IN INDIA POST…………………………. … 16

6. CONTROLLING

(a) CONCEPT …………………………………………………………... 17

(b) CONTROLLING IN INDIA POST……………………………... 19

7. QUESTIONNAIRES………………………………………………………. 20

CONCLUSION…………………………………………………………….. 22

BIBLIOGRAPHY...................................................................... 23

LIST OF DIAGRAMS/TABLES

Diagrams PAGE NO

3.1 Organizational structure at National level ………….... 73.2 Organizational structure at Tura Level (Head Post Office)… 8 3.3 Organizational structure at Tura Level (Sub Post Office)…... 9 5.1 Goal represented motivation ………………………………….. 155.2 Relationship between motive, motivating, motivation……….. 15

Tables

6.1 Type of Control …………………………………………………. 18

iv

CHAPTER 1

VISION STATEMENT

“India post will be a socially committed, technology driven,

professionally managed & forward looking organization.”

1

CHAPTER 2

MISSION STATEMENT

To provide high quality mail, parcel and related services in India and throughout the world; to be recognized as an efficient

and excellent organization exceeding the expectations of the customers, employees and the society; to perform the task by:

• Total dedication to understanding and fulfilling customer's needs

• Total devotion to providing efficient reliable services, which customers consider to value for money.

• Total commitment to providing challenging and rewarding career for every employee.

• Total recognition of the responsibilities as a part of the social, industrial and commercial life of the country

• Total enthusiasm to be forward looking and innovative in all areas.

2

CHAPTER 3

ORGANIZATIONAL STRUCTURE

a) Concept

An organizational structure is a mainly hierarchical concept of subordination of entities that collaborate and contribute to serve one common aim. Organizations are a variant of clustered entities. An organization can be structured in many different ways and styles, depending on their objectives and ambience. The structure of an organization will determine the modes in which it operates and performs.

Organizational structure allows the expressed allocation of responsibilities for different functions and processes to different entities such as the branch, department, workgroup and individual. Individuals in an organizational structure are normally hired under time-limited work contracts or work orders, or under permanent employment contracts or program orders.

Organizational structure types

Functional structure

Employees within the functional divisions of an organization tend to perform a specialized set of tasks, for instance the engineering department would be staffed only with software engineers. This leads to operational efficiencies within that group. However it could also lead to a lack of communication between the functional groups within an organization, making the organization slow and inflexible.

As a whole, a functional organization is best suited as a producer of standardized goods and services at large volume and low cost. Coordination and specialization of tasks are centralized in a functional structure, which makes producing a limited amount of products or services efficient and predictable. Moreover, efficiencies can further be realized as functional organizations integrate their activities vertically so that products are sold and distributed quickly and at low cost. For instance, a small business could start making the components it requires for production of its products instead of procuring it from an external organization. But not only beneficial for organization but also for employee’s faiths.

3

Divisional structure

Also called a "product structure", the divisional structure groups each organizational function into a division. Each division within a divisional structure contains all the necessary resources and functions within it. Divisions can be categorized from different points of view. There can be made a distinction on geographical basis or on product/service basis (different products for different customers: households or companies). Another example, an automobile company with a divisional structure might have one division for SUVs, another division for subcompact cars, and another division for sedans. Each division would have its own sales, engineering and marketing departments.

Matrix structure

The matrix structure groups employees by both function and product. This structure can combine the best of both separate structures. A matrix organization frequently uses teams of employees to accomplish work, in order to take advantage of the strengths, as well as make up for the weaknesses, of functional and decentralized forms. An example would be a company that produces two products, "product a" and "product b". Using the matrix structure, this company would organize functions within the company as follows: "product a" sales department, "product a" customer service department, "product a" accounting, "product b" sales department, "product b" customer service department, "product b" accounting department. Matrix structure is amongst the purest of organizational structures, a simple lattice emulating order and regularity demonstrated in nature.

• Weak/Functional Matrix: A project manager with only limited authority is assigned to oversee the cross- functional aspects of the project. The functional managers maintain control over their resources and project areas.

• Balanced/Functional Matrix: A project manager is assigned to oversee the project. Power is shared equally between the project manager and the functional managers. It brings the best aspects of functional and projectized organizations. However, this is the most difficult system to maintain as the sharing power is delicate proposition.

• Strong/Project Matrix: A project manager is primarily responsible for the project. Functional managers provide technical expertise and assign resources as needed.

Among these matrixes, there is no best format; implementation success always depends on organization's purpose and function.

4

Success factors

Common success criteria for organizational structures are:

• Decentralized reporting • Flat hierarchy • High transient speed • High transparency • Low residual mass • Permanent monitoring • Rapid response • Shared reliability

• Matrix hierarchy

b) India Post at National Level

The Department of Posts under the Ministry of Communications and Information Technology has Minister-in-charge in the Cabinet rank with two Ministers of State. Secretary, Department of Posts, is also the Director General, Department of Posts and Chairperson, Postal Services Board.

Planning and Policy Formulation atHeadquarters

The Postal Service Board (PSB) is the apex management body of the Department of Posts. It comprises of the Chairperson and six Members and Joint Secretary and Financial Adviser (JS&FA) is an invitee to the Board. The six members of the Board look after areas of Personnel Management, Postal Operations, Technology Induction and implementation, Postal Life Insurance & Investment of Postal Life Insurance Funds, Human Resources Development and Planning. The Joint Secretary and Financial Advisor to the Department renders finance advice to the Postal Services Board. The Secretary, Postal Services Board assists the Board and is in charge of administration at the headquarters, Deputy Directors General, Directors and Assistant Directors General of the Department provide necessary support to the Board in running the service.

5

Postal CirclesThe Postal network of the Country is divided into 22 Postal Circles for administrative Convenience. Circles are generally co-terminus with a State with a few exceptions. A Circle is headed by Chief Postmaster General. Each Circle is divided into Regions comprising groups of field units, called Divisions (Postal / RMS).Each Region is headed by a Postmaster General. In the Circles and Regions there are other functional and supporting units like Stamp Depots, Store Depots and Mail Motor Service.

Operational UnitsPost Offices in the country are categorized as Head, Sub and Branch Post Office. Branch Post Offices are mostly located in rural areas. The Sub Post Offices are Departmental offices located in both rural and urban areas. Head Post Offices are located in important town and cities mostly at district levels.

Army Postal ServicesApart from these 22 Circles, there is a separate wing called the Army Postal Services (APS) to take care of postal needs of the Armed forces. The APS is designated as another Circle called the

Base Circle. It is headed by the Additional Director General, Army Postal Service. Officers’ cadre of Army Postal Services is drawn on deputation from the Indian Postal Service. Nearly 75 per cent of the other ranks of the Army Postal Service are also drawn from the Department of Posts and the remaining personnel are recruited by the Army.

6

3.1 Organizational structure at National Level

c) Organizational structure at Tura level

An organizational structure is a mainly hierarchical concept of subordination of entities that collaborate and contribute to serve one common aim. Organizations are a variant of clustered entities. An organization can be structured in many different ways and styles, depending on their objectives and ambience. The structure of an organization will determine the modes in which it operates and performs.

7

3.2 Organizational structure at Head post office

8

HEAD POST MASTER

ASSISTANT POSTMASTERDEPUTY POSTMASTER

POSTAL ASSISTANT

POSTAL ASSISTANT

POSTMAN

PACKERMAN

WATERMAN CLEANING MEN

3.3 Organizational structure at sub-post office

9

POSTAL ASSISTANT

POSTMAN

PACKERMAN

SUB POSTMASTER

WATERMAN CLEANING MEN

CHAPTER 4

DIRECTION & COMMUNICATION

a) Concept

ORGANIZATION DIRECTION:

Direction is the process of instructing, guiding, counseling, motivating, and leading the human resources to achieve organizational objective. Direction is also labeled as activating, though infrequently by some. For example, Newman and Warren have defined, directing in the form of activating as follow:

“Activating deals with the steps a manager takes to get subordinates and others to carry out plans”

Most of other authors have preferred to use the term direction. For example, Hailmann has defined direction as follows :

“Direction consists of the process and techniques utilizing in issuing instruction and making certain that operations are carried out as planned”.

Importance of direction

• Direction initiates action• Direction integrates employee’s effort.

• Direction attempts to get maximum out of individuals.

• Direction facilitates changes in the organization.

• Direction provides stability and balance in the organization

Through an interpretation of information gathered during environmental analysis, managers can determine the direction in which an organization should move.2 important ingredients of organizational direction are Organizational Mission and Organizational Objectives.

10

DETERMINING ORGANIZATIONAL MISSION:

The most common initial act in establishing organizational direction is determining an organizational mission.

ORGANIZATIONAL MISSION is the purpose for which the Organization exists.

The firm’s organizational mission reflects such information as what types of products or services it produces, who its customers tend to be, and what important values it holds.

Organizational Mission is a very broad statement of organizational direction and is based on a thorough analysis of information generated through environmental analysis.

DEVELOPING A MISSION STATEMENT:

A MISSION STATEMENT is a written document developed by management, normally based on input by managers as well as non managers that describes and explains what the mission of an organization actually is.

The mission is expressed in writing to ensure that all organization members will have easy access to it and thoroughly understand exactly what the organization is trying to accomplish.

IMPORTANCE OF ORGANIZATIONAL MISSION:

An organization mission is very important to an organization because it helps management increase the probability that the organization will be successful.

There are several reasons why it does this.

First, the existence of an organizational mission helps management focus human effort in a common direction. The mission makes explicit the major targets the organization is trying to reach and helps managers keep these targets in mind as they make decisions. Second , an organizational mission serves as a sound rationale for allocating resources. A properly developed mission statement gives managers useful guidelines about how resources should be used to best accomplish organizational purpose. Third , a mission statement helps management define broad but important job areas within an organization and therefore critical jobs that must be accomplished.

11

RELATION BETWEEN MISSION & OBJECTIVES:

Sound organizational objectives reflect and flow naturally from the purpose of the organization.

The organization’s purpose is expressed in its mission statement. Thus organizational objectives must reflect and flow naturally from an organizational mission that, in turn, was designed to reflect and flow naturally from the results of an environmental analysis.

COMMUNICATION

Organizational communication is a subfield of the larger discipline of communication studies. Organizational communication, as a field, is the consideration, analysis, and criticism of the role of communication in organizational contexts.

Communications networks

Networks are another aspect of direction and flow of communication. Bevels have shown that communication patterns, or networks, influence groups in several important ways. Communication networks may affect the group's completion of the assigned task on time, the position of the de facto leader in the group, or they may affect the group members' satisfaction from occupying certain positions in the network. Although these findings are based on laboratory experiments, they have important implications for the dynamics of communication in formal organizations.

There are several patterns of communication:

• "Chain",• "Wheel",• "Star",• "All-Channel" network,• "Circle".

The Chain can readily be seen to represent the hierarchical pattern that characterizes strictly formal information flow, "from the top down," in military and some types of business organizations. The Wheel can be compared with a typical autocratic organization, meaning one-man rule and limited employee participation. The Star is similar to the basic formal structure of many organizations. The All-Channel network, which is an elaboration of Bevels’ Circle used by Guetzkow, is analogous to the free-flow of communication in a

12

group that encourages all of its members to become involved in group decision processes. The All-Channel network may also be compared to some of the informal communication networks.

b) DIRECTION IN INDIA POST

“Direction in India post consists of the process and techniques utilizing in issuing instruction and making certain that operations are carried out as planned”.

Communication Approaches in India Post

Informal & Formal Communication are used in the organization.

Informal communication, generally associated with interpersonal, horizontal communication, was primarily seen as a potential hindrance to effective organizational performance. This is no longer the case. Informal communication has become more important to ensuring the effective conduct of work in modern organizations.

Top-down approach: This is also known as downward communication. This approach is used by the Top Level Management to communicate to the lower levels. This is used to implement policies, gudelines, etc. In this type of organizational communication, distortion of the actual information occurs. This could be made effective by feedbacks.

Formal communication: Its based on formal organizational relationship where channels of communication is prescribed. Speed of message travel is slow because of formalization but chances of message distortion is low. Its treated as authentic.

13

CHAPTER 5

MOTIVATION

a) Concept

Motivation is one of the most important factors affecting human behaviour and performance. This is the reason why managers attach great importance to motivation in organisational setting. Likert has called motivation as the core of management. Effective directing of people in the organisation leads to the effectiveness, both at the organisational and individual levels.

Today, virtually all people –lay people and scholars-have their own concept of motivation and they include various terms like motives, needs, wants, drives, desires, wishes, incentives etc.

Based on Latin word movere , motive (need) has been defined as :

“A motive is an inner state that energises, activates or moves (hence motivation), and that directs behaviour towards goals”.

Types of needs

1. Primary needs

2. Secondary needs

3. General needs

Primary needs: primary needs are also known as psychological, biological, basic or unlearned needs .however ,the term primary is more comprehensive as compared to other term .primary needs are animal drives which are essential for survival .these needs are common to all human being ,though their intensity may differ .some of the needs are food ,sex, sleep air to breath , satisfactory temperature ,etc . These needs arise out of basic psychology of life and are important to survival and preservation of species. These needs are condition by society practice. According to the concept of ‘’economic man’’, these are the only want of human being and he attempt to satisfy them only .but researches in human behavior show that psychological needs are equally rather more important for human being. Secondary needs: as contras to primary needs, secondary needs are not natural but are learned by the individual though his experience and interaction .therefore, these are also called learned

14

or derived needs. Emergence of these needs depend on learning, this is why we find differences among needs pattern of a child and matured individual. there may be different types of secondary needs like needs for power ,achievement ,status affiliation ,etc

General needs: though a separate classification for general needs is not always given , such category seem necessary because there are a number of needs which lie in the grey area between the primary and secondary classification .to be include in this category ,a need must not be learned but at the same time ,it is not completely physiological .in fact ,there are certain such needs like needs for competence ,curiosity ,manipulation ,affection .etc

MOTIVATION BEHAVIOUR:

5.1 Goal-directed behavior

5.2 Relationship between motive, motivating and motivation

15

NEEDS TENSIONGOAL-DIRECTED BEHAVIOUR

FAVOURABLE ENVIRONMENT

GOAL-FULFILMENT/NEED SATISFACTION

MOTIVE MOTIVATING MOTIVATION

NEEDS IN INDIVIDUALS

ACTIVATING NEEDS AND PROVIDING NEED SATISFACTION ENVIRONMENT

ENGAGEMENT IN WORK BEHAVIOUR

b) How do managers motivates the sub-ordinates in India Post

There are various ways in which the subordinates can be motivated, not necessarily from managers but other factors:

1. They have government jobs; a government job comes with benefits especially pensions. That’s motivates them.

2. After the introduction of sixth pay commission, pays are similar to that of their peers. So this keeps them motivated to do there jobs.

3. Their jobs are relative simple job that does not require extra ordinary skills to perform but incentives received is quite amazing to this keeps them motivated.

4. They are self motivated.5. Interaction with manager (post master) is relatively less so motivation here doesn’t

specifically comes from managers.

16

CHAPTER 6

CONTROLLING

CONTROLLING

Controlling is one of the managerial functions like planning, organizing, staffing and directing. It is an important function because it helps to check the errors and to take the corrective action so that deviation from standards are minimized and stated goals of the organization are achieved in desired manner.According to modern concepts, control is a foreseeing action whereas earlier concept of control was used only when errors were detected. Control in management means setting standards, measuring actual performance and taking corrective action. Thus, control comprises these three main activities.

According to Henri Fayol,

Control of an undertaking consists of seeing that everything is being carried out in accordance with the plan which has been adopted, the orders which have been given, and the principles which have been laid down. Its object is to point out mistakes in order that they may be rectified and prevented from recurring.

According to Harold Koontz,

Controlling is the measurement and correction of performance in order to make sure that enterprise objectives and the plans devised to attain them are accomplished.

Characteristics of Control

• Control is a continuous process• Control is a management process• Control is embedded in each level of organizational hierarchy• Control is forward looking• Control is closely linked with planning• Control is a tool for achieving organizational activities

17

Types of control:

1. Strategic control2. Operational control

Factors Strategic Control Operational Control1.Basic question Are we moving in the right

direction?How are we performing?

2.Aim Proactive, continuous questioning of the basic direction of the strategy

Allocation and use of organizational resources

3.Main concern Steering the future direction of the organization

Action control

4.Focus External Environment Internal organization5.Time horizon Long term Short term6.Exercise of control Exclusive by top

management, may be through lower-level support

Mainly by executive or middle management on the direction of top management

7.Main techniques Environmental Scanning, information gathering, and review

Budget, schedule, MBO

Table no. 6.1

The elements of control

The four basic elements in a control system — (1) the characteristic or condition to be controlled, (2) the sensor, (3) the comparator , and (4) the activator — occur in the same sequence and maintain a consistent relationship to each other in every system.

The first element is the characteristic or condition of the operating system which is to be measured. We select a specific characteristic because a correlation exists between it and how the system is performing. The characteristic may be the output of the system during any stage of processing or it may be a condition that has resulted from the output of the system. For example, it may be the heat energy produced by the furnace or the temperature in the room which has changed because of the heat generated by the furnace. In an elementary school system, the hours

a teacher works or the gain in knowledge demonstrated by the students on a national examination are examples of characteristics that may be selected for measurement, or

18

control. The second element of control, the sensor, is a means for measuring the characteristic or condition. The control subsystem must be designed to include a sensory device or method of measurement. In a home heating system this device would be the thermostat, and in a quality-control system this measurement might be performed by a visual inspection of the product.

The third element of control, the comparator, determines the need for correction by comparing what is occurring with what has been planned. Some deviation from plan is usual and expected, but when variations are beyond those considered acceptable, corrective action is required. It is often possible to identify trends in performance and to take action before an unacceptable variation from the norm occurs. This sort of preventative action indicates that good control is being achieved.

The fourth element of control, the activator, is the corrective action taken to return the system to expected output. The actual person, device, or method used to direct corrective inputs into the operating system may take a variety of forms. It may be a hydraulic controller positioned by a solenoid or electric motor in response to an electronic error signal, an employee directed to rework the parts that failed to pass quality inspection, or a school principal who decides to buy additional books to provide for an increased number of students. As long as a plan is performed within allowable limits, corrective action is not necessary; this seldom occurs in practice, however.

Information is the medium of control, because the flow of sensory data and later the flow of corrective information allow a characteristic or condition of the system to be controlled. To illustrate how information flow facilitates control, let us review the elements of control in the context of information.

c) Controlling in the India Post

Work Orders: After recruitment post office employees receive something called work order in which they are instructed to do specific work. For e g . A postal assistant will be doing jobs like money order, speed post, saving account operation, other services like KVP etc. If in case, anyone asks them to do others work they cannot do that job.So, there is no much interference from managers, but in case of any problem he can ask Others to help , for completing the job.

19

CHAPTER 7

QUESTIONNAIRE

SUBORDINATES1. Name : _________________

2. Designation/Post : ____________

3. Sex

a) Male b) Female

4. Age group

a) < 30

b) 30-40

c) 40-50

d) 50-60

5. No. of working days (in month) a) <20 b) >20 c) Don’t know 6. Are you happy with your job? a) Yes b) No 7. Sources of motivation a) Superiors/Seniors b) Religion c) Children d) Workplace

e) Others 8. Are you happy with your superior? a) Yes b) No 9. In case of any problem how do you communicate? a) Talk b) Written communication c) Protest d) Don’t protest e) None of the above

Thank You 20

MANAGER

1. Name: ___________________2. Designation: ______________3. Sex: a) Male b) Female4. Age a) <30 b) 30-40 c) 40-50 d) 50-605. What percentage (%) of Tura people do you think use India Post? a) < 50% b) 50% -75% c) > 75% d) None of the above6. How do you try to motivate subordinates? a) Discuss their personal problems b) Flexible working hours c) Performance appraisal/incentives d) All the above e) None of the above7. Frequency of interacting with the subordinates? a) Everyday b) Weekly c) Fortnight d) Monthly

Thank You

21

CONCLUSION

India Post promotes a structured organization, which uses effective communication methodology to communicate with others. Controlling here is quite interesting as the employees are assigned with work orders and they are very efficient in doing their jobs. Motivation here plays a very small role, which mainly comes from the governmental benefits and reform pay structures. The effective direction in the company helps to achieve its mission and vision statement.

22

BIBLIOGRAPHY BOOKS

1. Prasad, L.M, Principles & Practices Of Management,7th Edition 2007 Sultan Chand & Sons publications, New Delhi, p. 362-392, 635-651, 652-687 & 797-820.

WEBSITES

1. www.indiapost.gov.in 2. www.google.com 3. www.wikipedia.com

23