Management is defined as the procedure of organising, directing, planning and controlling the efforts of organisational members and of managing organisational sources to accomplish particular goals.

• Planning is the purpose of ascertaining in advance what is supposed to be done and who has to do it. This signifies establishing goals in advance and promoting a way of delivering them effectively and efficiently. In an establishment, the aim is the obtainment and sale of conventional Indian handloom and workmanship articles. They trade furnishings, readymades, household items and fabrics made out of classical Indian textiles.
• Organising is the administrative operation of specifying grouping tasks, duties, authorising power and designating resources needed to carry out a particular system. Once a definite plan has been set for the completion of an organisational intent, the organising party reviews the actions and resources expected to execute the program. It ascertains what actions and resources are needed. It determines who will do a distinct job, where and when it will be done.
• Staffing is obtaining the best resources for the right job. A significant perspective of management is to make certain that the appropriate people with the apt skills are obtainable in the proper places and times to achieve the goals of the company. This is also called the human resource operations and it includes activities such as selection, placement, recruitment and coaching of employees.

Limitations of Informal Organisation: Following are the limitations of Informed Organisation:
(i) It creates Rumours: All the persons in an informal organisation talk carelessly and sometimes a wrong thing is conveyed to the other person which may bring in horrible results.
(ii) It resists Change: This organisation resists change and lays stress on adopting the old techniques.
(iii) Pressure of Group Norms: In this organisation, people are under pressure to observe group norms. Sometimes the people assembled in informal group lose sight of their objective and all decide to oppose their superiors unanimously. Such a situation adversely affects productivity.

1. Legal environment: The court passed an order to ban polythene bags.
2. Social environment: The bags are creating many environmental problems which affect the life of people in general. Social in general is more concerned about quality of life.
3. Political environment: The government decided to give subsidy to jute industry to promote this business.
4. Technological environment: Innovative techniques are being developed to manufacture jute bags at low rates.
5. Economic environment: Incomes are rising and people can afford to buy these bags.

Business environment refers to forces and institutions outside the firm with which its members must deal to achieve the organisational purposes. Here

• Forces = economical, social, political, technological etc

• Institutions = suppliers, customers, competitors etc

It includes all those constraints and forces external to a business within which it operates. therefore,

• The firm must be aware of these external forces and institutions and

The firm must be nagged keeping in mind these forces and institutions so that the organisational objectives are achieved. .

Fayol's principles are listed below:

1. Division of Work – When employees are specialized, output can increase because they become increasingly skilled and efficient.
2. Authority – Managers must have the authority to give orders, but they must also keep in mind that with authority comes responsibility.
3. Discipline – Discipline must be upheld in organizations, but methods for doing so can vary.
4. Unity of Command – Employees should have only one direct supervisor.
5. Unity of Direction – Teams with the same objective should be working under the direction of one manager, using one plan. This will ensure that action is properly coordinated.
6. Subordination of Individual Interests to the General Interest – The interests of one employee should not be allowed to become more important than those of the group. This includes managers.
7. Remuneration – Employee satisfaction depends on fair remuneration for everyone. This includes financial and non-financial compensation.
8. Centralization – This principle refers to how close employees are to the decision-making process. It is important to aim for an appropriate balance.
9. Scalar Chain – Employees should be aware of where they stand in the organization's hierarchy, or chain of command.
10. Order – The workplace facilities must be clean, tidy and safe for employees. Everything should have its place.
11. Equity – Managers should be fair to staff at all times, both maintaining discipline as necessary and acting with kindness where appropriate.
12. Stability of Tenure of Personnel – Managers should strive to minimize employee turnover. Personnel planning should be a priority.
13. Initiative – Employees should be given the necessary level of freedom to create and carry out plans.
14. Esprit de Corps – Organizations should strive to promote team spirit and unity.

 Coordination is the orderly arrangement of group efforts to provide unity of action in pursuit of common purpose. It involves unifying, integrating and harmonising the activities of different departments and individuals for the achievement of common goal.

divisional organisational structure.
This is because:
(i) The number of main products is more than one.
(ii) Different manufacturing technologies and marketing methods are required.
(iii) Each division is equipped with its own resources in order to function independently

 Promotions:

through promotions, vacant positions at the higher level are filled by suitably promoting employees at the lower level. To continue to work with greater efficiency and productivity, an employee needs encouragement and motivation and is given with more responsibility towards his work in the organisation. In this regard, promotion plays an important role. The promotion can be in the form of position and pay or both. Promotion provides a great deal of job satisfaction to the employee and serves the long-term interests of employees.

hrough promotions, vacant positions at the higher level are filled by suitably promoting employees at the lower level. To continue to work with greater efficiency and productivity, an employee needs encouragement and motivation and is given with more responsibility towards his work in the organisation. In this regard, promotion plays an important role. The promotion can be in the form of position and pay or both. Promotion provides a great deal of job satisfaction to the employee and serves the long-term interests of employees.

Promotion of Product or Promotion of employee ?

Ans: Functional structure as the people are being grouped on the basis of functions

Explanation: Functional Structure: In functional structure activities are grouped and departments are created on the basis of specific functions to be performed. For example, all the jobs related to production are grouped under production department, sales departments etc.

Managers are constantly called upon to make decisions in order to solve problems. ... Decision making and problem solving are ongoing processes of evaluating situations or problems, considering alternatives, making choices, and following them up with the necessary actions. Decision making is related to planning, organizing, directing and controlling functions of a manager. Decision making is important to achieve the organizational goals/objectives within given time and budget. Decision-making is a pervasive function of managers aimed at achieving organizational goals.

Cooperating is not a function of management.

There are mainly five functions of management- planning, organising, staffing, directing and controlling. For the performance of these interrelated functions, the activities of the various departments, units and individuals must be synchronized. That is, the different departments must cooperate with each other and work in a coordinated manner. Thus, cooperating is the means through which the management is able to perform its functions.

• Deciding in advance what to do& how to do it. It is one of the basic managerial functions.

• It involves 2 aspects:
Setting of aims and objectives of the organization + Selecting and developing an appropriate course of action to achieve these objectives.

• Koontz and O‘Donnell – ―Planning is deciding in advance what to do, how to do, when to do, and who to do it. Planning bridges the gap from where we are to where we want to go. It makes it possible for things to occur which would not otherwise happen.

• Involves setting of objectives & developing an appropriate course of action to achieve these objectives

Planning leads to rigidity:

Once plans are made to decide the future course of action the manager may not be in a position to change them. Following predefined plan when circumstances are changed may not bring positive results for organisation. This kind of rigidity in plan may create difficulty.