1st class

A university is a place of lite(lite of education), liberty(freedom of knowl-

edge) and learning(learning & acquiring).
Learning in a university shouldn’t be a one way traffic. Rather it should be two way traffic.
Learning should be reciprocity.

Belongingness - the feeling of owning a particular group.

2nd class
4 factors of an organisation:
Objectives indicate where we are and where u want to go. In others words objective bridges gap
between the points where u are n where u want be. Objective is a target what we want to hit. Ob-
jective bios mission or destination which we want reach . Objective is a result what we want
achieve.
1. Example of objective: a students want to get grade A in his coming exam.
2. A business man wants to make 20 profit on his capital employed capital.
There can not be an organisation without an objective. Objectives are mandatory for the exis-
tence of an organisation. In simple words we can say no objective no organisation. So, the first
task by manager is to set the objectives of the organisation.
Where should a manager set objectives?
A manager should set his objective which is easy to achieve.
A manager should set his objective which is impossible to achieve.
Somewhere in between this two points:

1. A manager shouldn’t set this objective which is impossible to achieve. He should also not to
set his objective which is very easy to achieve. It is because in both the cases the manager will be
spoiling his time, money, energy and other resources. A manager should set his objectives some-
where in between two this extreme points. Theoretically it is very east ti talk about this mid point
but in real life situation it is difficult to identify this mid point. However the knowledge, experi-
ence, training and capacity to analyse the situation of a manager can guide him to set very good
objective.

2. It is rather the beginning. A manager can set very good objective. The objective set by a
manger may sound very high. But they will not carry any meaning or bring any result unless they
are implemented. After setting objectives, the manager must realise this real fact.

3. To implement objectives a manager needs to make an action plan. It is to be noted that action
plans depends on objective. So, a manger must make his action plan in the lite of his objectives.
That is action plan must follow the objectives.
4. A manger must mean his objective and action plan. “If a navigator does not know to which
port he is steering no wind is favourable to him.’ By Ceneca
A navigator should know his port. Similarly a manager should know his objective. A manager
without objective is just like a person who has been lost in the sea.

Summery: 1. Objective tells us where we are and where we want to go.

2. There cannot be an organisation without objectives. So first task of a manager is to set the ob-
jectives of his organisation.
3. Setting objective is not enough they are to be implemented otherwise they will not bring any
result. The manager must realise this real fact.
4. To implement objectives a manger must make his action his plan in the lite of his objectives.
5. Finally, A manger must be committed/devoted in regard to his objectives and action plan.

People: in people of an organisation may be divided in two categories :

1. People within organisation - managers,…..
2. People outside the organisation- suppliers, investor,…….

It is comparatively easy to manage people within the organisation. But it is difficult to manage
the people of outside the organisation. It is because manager has got control over the people
within the organisation but he has got very little. Control or no control over the people of outside
the organisation. Moreover people outside the organisation have got control over the manager/or-
ganisation. The survival of the organisation depends on them. We cannot think of an organisation
without customer. So, every organisation must be customer oriented.

From the above information it is clear that a manager has to deal with people both in and outside
people of the organisation. Dealing with outside people is difficult job than dealing with inside
people of organisation. So we can see job of a manager is a challenging job.

Structure: There cannot be an organisation without an organisational structure. Organisational

structure makes people organised/discipline by telling them their duties and responsibilities. Or-
ganisational structure shows authority and responsibility relationship. It shows flow the informa-
tion from the top the bottom or from the bottom to the top. It is communication channel of the or-
ganisation. It identifies clearly who will give an order and who will follow the order. Organisa-
tional structure is invisible. We cannot see it with our eyes or we cannot touch it by our hands. It
can be represented by diagram or by a chart. That is why probably organisational structure is
known as organogram or organisational chart.

Technology: Every organisation must use some kind of technology. Technology makes our life
easy and enjoyable. In other words we required technology for better living. Technology is dy-
namic. Technology is not the same today as it was yesterday nor it will be the same tomorrow as
it as today. This is what is true about technology. It is really ever changing.

Organisation: organisation refers to a group of people who are working in a systematic manner
to achieve desired objectives.

1. Informal organisation-
2. Formal organisation-
Comprehensiveness of organisation:
We are born in organisation
We live in organisation
We die in organisation

What organisation can do:

Organisations Serve society
Organisations accomplish objectives
Organisations preserve knowledge
Organisations provide carriers

Summary:

Structure
Technology

Class:3- 4/03/2022
The first degree offered by university is known as natural degree.
Till today there is no standard definition of business which is accepted by all.
Etymology:————-
If a person remains busy with production related activities then we will call it business.

What is production?
Man cannot produce or create anything .

Production means creation of utility. Man cannot create or produce anything. Everything is given
by nature. Man can collect resources from nature. By collecting resources from man can change
its form, man can change its time, man can change its place. by doing so man can create utility,
so we can rightly production means creation of utility.

Utility: utility means capacity to satisfy human need or want.

Something which as got the capacity to satisfy human need or want, we say that it has got
utility .

That something 1.maybe a product, 2.maybe a service, 3.maybe an idea. In fact organisation are
engaged in either producing a product or rendering a service or generating an idea. And these or-
ganisations are popular known as business organisation.

Summary : We know production related activities are business activities. Production means cre-
ation of utility. So, we can also say business means creation of utility.

Business has two main branches . 1. Industry, 2. Commerce

Industry: business takes the name industry when it is engaged in production.
Commerce: business take the name of commerce when it is engaged in distribution.
So we can see production and distribution are the two important functions of business.
Need: need refers to those goods and services which are essential for our living. We cannot sur-
vive without them.
Example of some basic needs: 1. Food and drink , 2. Shelter, 3. Clothing, 4. Medical care, 5. Ed-
ucation and training.
Want: want refers to those goods and services which are not essential for our living. We re-
quired them for better living.
Example of some wants: 1. Technology, ……

Need is limited but want is unlimited. Need cannot be created. Need already exist. Want
may be created.
Pervasiveness of business:
1. We all are involved in business in some way or other.
2. Business is something with which we all live.
3. Business needs people, people also needs business.
4. Business needs people in the form of-
Owner, manager, employee, customer.
5. People from the CORE of business.

Management: management is a subject which has been thought in educational institution. prac-
tice of management is very old. It is as old as human civilisation. No university had management
course before 1910.
1. Management is the art of getting things done through others.
2. Management is the leading a group of people.
3. Management is efficient and effective utilisation of resources.
4. Management is a decision making process.
5. Management is knowing exactly what you mean to do and then seeing that they do it in the
best and cheapest way.
6. Management is management of six M’s 1. Man( human resources) , 2. Material, 3. Machine, 4.
Method, 5. Money, 6. Money. (All others 5 are called Non-human resources)
7. Management is management of both human and non-human resources.

We make decision to achieve objective. Managers are decision makers. They make decision to
the objective of organisation. In fact, whatever a manger does he does it through making deci-
sion. To make a decision not to make a decision now is also a a decision. So it is rightly said that
management is a decision making process.
8. Management is setting objective of an organisation and realisation of those objectives by using
available resources effectively and efficiently.

What is a manager is to ensure for his organisation?

1. Setting objectives.
2. Realising objectives.
3. Making proper use of available resources.

Functions of a managers/ functions of management:

4. Planning- planning means deciding in advance what is to be done. It is a projected course of
action. Planning is a design for tomorrows action.
5. Organising- organising is the process of arranging and allocating resources necessary to im-
plement a plan. here resources mean both human and non-human resources.
6. Leading- leading is the process of influencing people to have the desired behaviour of them
which is necessary to achieve organisational objective.
7. Controlling- controlling ensures that activities are running according to plans made.
9. Management is the process of achieving organisational objectives through engaging in
four major functions known as planning, organising, leading and controlling.

Class-
4- 11/03/2022
Nature of management function
- Management functions are iterative. Management functions are iterative in nature, for ex-
ample, organising, leading, planning, controlling…… and planning may also require control-
ling. So we can see to complete one management function the other ones come automatically.
So, we can management functions are iterative in nature.
- Management functions are universal. Universal means something which is acceptable to all.
Organisation differ from one another from the point of view of objective, size and number of
employment. But they do not differ from one another from the point of view of functions of
management. In fact all organisations are following the basic functions of management. That
is planning, organising, leading and controlling. So, we can see management functions are
universally in nature.
- Management know-how is transferable. Management knowledge is transferable. It maybe
transfer from one organisation to another organisation. It may also be transfer from one coun-
try to another country. It is because management functions are universal in nature.
- Management functions have a sequence. It means management starts With planning and ends
with controlling…….. management functions happens simultaneously.
- Management functions are equally important. All management functions are equally impor-
tant. No one function is more important than the other ones.

All management functions are equally important. If it is really so, Should a manager give
equal time to all these functions?
The answer is no. how much time a manager should give to all management function
it depends on level of management or we can say level of management.

Top level managers- are main responsible for the management of the organisation. the number
of top level managers in organisation is usually the smallest. Some common example of common
job title of top level manager usually used in our country are 1. Chairman 2. President. 3. Vice
President. 4. Managing director, 5. CEO, 6. General manager. these are the some common exam-
ple of mid level managers. They set the objectives of the organisation. They also make the. Pol-
icy of the organisation. They spend long hours in office either in a meeting or all over telephone.
Top level managers must think in advance. They are to be analytical. They also represent the or-
ganisation to the outside world.

Mid level Manager- managers beneath the top level executives are known as Mid level man-
agers. The number of mid level managers in an organisation is usually thy highest. Some exam-
ple of common job title for mid level managers are usually used in our country are 1. Zonal
manger, 2. Area manager, 3. Cluster manager. These are the some common example of mid
level managers. mid level managers play a diversified roles in an organisation. They are the
communicators, translators, coordinators and compromisers. Th success of an organisations
largely depends on the performance of mid level managers.

Lower/first level managers-Managers below the mid level executives are known as lower level
or first level managers. Their main job is to supervise and control and that is why they are popu-
larly known as supervisors. They work with non-managerial people that is operating people.
Some common job title usually used for lower level executive in our country are 1. supervisors,
2. Line managers, 3. Branch managers.

In fact we can say thinking is the main function of top level managers. How to make this
thinking happened is done by lower level manager . And the job of mid level manger is
linking. That is linking is their main function.

Efficiency and effectiveness:

Efficiency: ability to get things done correctly. (কাজটি সঠিক বাবে করা.) doing a wrong thing
rightly
Effectiveness: ability to choose correct objective. (সঠিক কাজটি করা.) doing right thing rightly.

Can a man or a manger do a wrong thing rightly?

The answer is yes, a manager can do a wrong thing rightly.

A manager shouldn’t give more importance either on efficiency or on effectiveness. He

should rather try to bring a balance between the two. That means he shouldn’t give
more…………

What skill can make a manger more effective and efficient?

We accept our manager should be very effective and efficient. To be effective and efficient a
manger needs some skill.
Robert. L Katz was basically a teacher and a businessman. According to him
1. Technical, 2. Human 3. Conceptual skill. These three make a manager efficient and effec-
tive.
Technical skill : is the ability to use a procedure or a technique. It is the proficiency / expertise
of person in regard to a particular thing. In other words if a person has got special knowledge in
regard to a particular thing, we say it is his technical skill. Some example of person with techni-
cal skills are, an accountant, an auditor, a lower, an engineer, a magician, a musician, a sur-
geon.

Human skill- is the ability to work with and understand people. It teaches a manager how to in-
teract with people. It guides a manger to understand people and get things done.

Conceptual skill- is the ability to understand the organisation as a whole. A manger should
know the different parts of an organisation and the inter relationship between them. He should
also understand how a decision in one part of the organisation will effect the whole organisation.
A manger should also understand the reaction of his subordinate before a decision isn commu-
tated to them. and he must get himself ready to face those reaction.
A manager can face above situation provided when he has got conceptual skill. In short concep-
tual skill Teaches a manger how to think in advance. It means conceptual skill makes a manger
analytical.
In fact, conceptual skill deals with ideas while human skill concerns people and technical
skill is with thing.

Should a mangers process all these skill equally?

A manger is not required to process all skills equally. Top mangers required more amount of
conceptual skill. On the other hand lower managers required more amount of technical skill. Hu-
man skill remains the same in respective of the levels of managers.

Why human skill remains same at all level?

It is because managers at all level are to work with human beings.

*Cheop ( the tallest and the highest pyramid in world. 100000 people ) Peter F drucer , a
manager who built the pyramid.