POSDCORBEF

Content
3.0 Objectives
3.1 Introduction
3.2 POSDCoRBEF
3.3 Planning
3.4 Organising
3.5 Staffing
3.6 Directing
3.7 Coordinating
3.8 Reporting
3.9 Budgeting
3.10 Evaluation and Feedback
3.11 LetUsSumUp
3.12 Key Words
3.13 Suggested Readings
3.14 Answers to Check Your Progress

3.0 OBJECTIVES
This unit will introduce you to the basic functions of a manager in formal
organisations. After reading this unit you would be able to:
know the various functions of a manager such as Planning, Organising,
Staffing, Directing, Coordinating, Reporting, Budgeting, Evaluation and
feedback,
explain how these functions are performed in an organisation; and
know the role of the manager in performing these functions.

3.1 INTRODUCTION
It is not difficult to see why social workers need to know the role and
functions of managers in formal organisations. Social work profession seeks
to improve the well-being of the clients by providing a variety of services.
In most cases these services are provided through governmental or non-
governmental organisations. A social worker, therefore, is often part of
a large organisation and has to perform his or her functions within such
organisations.

Also, as the social workers grow professionally they attain higher positions
in the organisation. Their role in the direct provision of services diminish and
their role as a manager gain significance. However since the ultimate goal
is the provision of welfare services, social jvork administrator cannot be a
bureaucrat or a manager with concern only fot efficiency. Social work values
will form the base for the administrative decisions taken in the context of
service delivery.
 POSDCoRBEF
3.2 POSDCORBEF
POSDCoRB is an acronym which social welfare administration has borrowed
from management theory. The classical management thinker, Luther Gullick
gave this acronym to describe the functions of a manager in an organisation.
POSDCoRB stands
P - Planning
0 - Organising
S - . Staffing
D - Directing
Co - Coordinating
R - Reporting
B - Budgeting

This easy-to-remember acronym has become popular with management theorists.

Social workers have also been using it to describe functions of social welfare
administrators. It was later felt that an important component namely Evaluation
(E) and Feedback (F) were left out and so they were added to the acronym
and it became POSCoRBEF.

Let us now examine each of these functions in detail.

3.3 PLANNING
According to Terry and Franklin 'Planning is selecting information and making
assumptions regarding the future to formulate activities necessary to achieve
organisational objectives'.

Every organisation does some form of planning, as they have to prepare for
the future. In large organisations, planning is done by a separate division or
department which generally reports to the Chief executive. Planning, here,
is a highly specialized area, as a number of factors have to be taken into
consideration. The department includes experts from diverse fields such as
economics, statistics, management, etc. When any organisation operates in
more than one region or country, the complexity of the planning process
increases. In smaller organisations, the task is entrusted to staff members,
who handle other work but have the competence and knowledge to do the
planning function; do planning. Either way planning is an important activity
of the administrator.
Major Steps in Planning
1) Define the problem.
Understanding the problem and its various dimensions is the first step
in the planning process. Many experts say that if the problem is adequately
defined half the problem is solved.
2) Collect all relevant data and information about the activities involved.
The sources of information can be from within the organisation and outside
it. The organisation can use outside sources of information like government
reports, policies, legislations, Planning commission documents etc. Sources
from within the organisation include policy statements, agency reports,
evaluation reports, minutes of meetings, documents etc.
Social Welfare Administration 3) Analyze the information.
An enormous amount of data may be collected from various sources.
But if they are not seen from the organisational perspective then they
cannot be of much use. Every component has to be seen as part of the
larger whole. Cause and effect relationships have to be established.
4) Establish planning criteria and standards.
Planning criteria are assumptions on which the plan is to be formulated.
The criteria will be drawn from the organisation's ideology, socio-economic
factors, information gathered and the priorities of the decision-makers.
These criteria will form the basis on which different action plans will be
judged.
5) Preparation of different action plans for achieving the goal.
Most organisations formulate a number of tentative plans. This enables
the decision-makers to choose among the alternatives available based on
its advantages and disadvantages.
6) Decide on one plan from the different alternative plans.
The Plan should be workable and cost effective. It should be realistic
enough to be implemented. Often it is said that the plan was good but
its improper implementation ruined it. A good planner, therefore, will
take into account these factors that impede implementation. A planner
should also take into account strengths and weaknesses of the implementing
agency.
7) Arrange detailed sequence and timing for the plan.
Decide what activities have to be carried out and when. Time is an
important but scarce resource and maintaining the time schedule is therefore
important.
8) Provide channels for feedback.
Constant feedback and monitoring are necessary. It will help identify
shortcomings in the plan and its implementation. Some part of the plan
may have to be modified if unforeseen factors influence the implementation
process.
9) Implement the Plan.
The success of any plan sets on its effective implementation.
10) Evaluate the plan performance.
The .last step of planning profess in the evaluation of its performance.
At his stage only the success or failure of a plan is judged.
Advantages of Planning

1) Planning brings direction and order into the functioning of the organisation.
When objectives are set and various steps needed to achieve these goals
are clear, employees can make decisions easily. All efforts will be focused
towards the desired results and unproductive work will be minimized.
2) The planning process gives an idea about the future. Any exercise in
planning has to study how different political, social, economic and organisational
factors will affect the functioning of the organisation. Further, threats and
opportunities have to be studied and ways to deal with them should be
identified.
 POSDCoRBEF
3) 'What if' questions are consequences of decisions that the organisation
will have to take in future while dealing with specific situations which may
come up. Complex sets of variables have to be studied and their relationship
with the situation understood if these questions have to be answered. For
example, the additional financial costs have to be calculated, if the organisation
has to function in new areas.
4) Planning gives a basis for enforcing accountability and control.
Accountability and control are important elements in the organisation.
Control of the organisational functioning through planning can be internal
as well as external. When an organisation formulates a planand makes
it public, it is making itself accountable to the society. The organisation's
actual performance will be judged on the basis of the plan objectives.
Within the organisation also, the plan fixes targets and deadlines. The
employees have to achieve these targets or else, give reasons for their
fdures. This condition imposes a sense of responsibility on the organisation's
functionaries. Further, the manager can check from time to time whether
the organisation is able to meet its interim targets and is moving towards
its objectives.
5) Encourage Achievement
Well-established and achievable targets and time schedules encourage
employees to take efforts to attain them. That improves the morale and
motivation of the employees.
6) Compels a view of the whole
Managers often become so involved in the affairs of their own department
that they lose sight of the overall objectives of the organisation. Managers
also, have the tendency to give their attention to the immediate, but
routine tasks, which keep coming up in any organisation. Long-term needs
of the organisation are sidelined and effectiveness of the organisation is
adversely affected. A plan gives a vision to the employees helping them
focus on the broader and long-term view.
7) Increases the'balanced utilization of resources
Resources are always limited and their prudent use is important. Plans
help effective use of resources.
Disadvantages of Planning
The planning process has some disadvantages also. Planning consumes too
much of already scarce resources of the organisation. A lot of money, time
and human resources are spent when a plan has to be formulated. At times
there seems to be no corresponding benefit. Secondly, planning often demands
changes in organisation's functioning and the roles of the employers. This
threatens people who are afraid of new work situations and loss of their
status. Thirdly, planning affects initiative of lower level managers adversely.
As emphasized earlier, planning should only give broad direction to the managers.
But if the plan is too rigid and does not give enough flexibility to the managers,
planning may restrict their initiative. Planning, in general, tends to increase
centralization of authority in the hands of the top executive in the headquarters
at the cost of the lower level mangers operating in the field. Fourthly, planning
as managerial activity is seen as having limited value. Sometimes planning is
too theoretical and cannot be related to real life situations. Many factors that
are found in real life cannot be taken account of when the plan is being
Social Welfare Administration formulated. Further the planner assumes that there will be no change that
.is so big that the relationship between the variables could change drastically.
For example, an NGO which makes its plan on the basis that the donor
agency will, provide funds for a specific period will face difficulty if the donor
agency stops its funding.
'Qpes of Plans
Strategic Planning -
Strategic planning (also called long-term planning) has two important elements.
It covers a long period of time which may extend from five to twenty or
more years and secondly it covers mostly all the activities within the organisation.
In other words, it is long-term and comprehensive planning.
Operationalised Planning
Operationalised Planning is also called tactical planning and it indicates the
specific activities to be taken so that specific goals are to be achieved.
Compared to strategic planning, operationalised planning is short-term and
deals with specific areas. These two types of planning are not inclusive.
Strategic planning depends on the operationlised planning for achieving its
goals.

Check Your Progress I

Note: a) Write your answer in the space provided.
b) Check your answer with those provided at the end of the unit.
1) Expand POSCoRBEF.
.....................................................................................................
.....................................................................................................
.....................................................................................................
.....................................................................................................
.....................................................................................................
.....................................................................................................
2

3.4 ORGANISING
Organising means establishing effective behavioural relationship among persons
so that they may work together efficiently and gain personal satisfaction in
doing selected tasks under given environmental condition for the purpose of
achieving some goal or objective.

The need for an organisation emerges when one individual cannot perform
all the necessary tasks. As number of individuals increase, they are further
divided into groups each of which are given a specific set of tasks to perform.
How and on what basis these tasks are divided among individuals and group
is the role of 'organising' in management.
Need for Organising

1) Clear-cut lines of authority and responsibility in an organisation are created

which help in controlling and leading theiorganisation.
 POSDCoRBEF
2) There are lesser opportunities for organisation conflicts if organisational
responsibilities are clearly defined.
3) Organised groups and organisations are more likely to give satisfaction
to the employees and thereby positive results for the organisation.
Elements of Organising
There are four important elements in organising - division of labour, degree
of centralization and decentralization, departmentalization and span of control.
Division of labour means that the total work of the organisation is divided
into smaller units and distributed among the employees. Work is allotted to
person most suited to do it. It allows the employers to attain proficiency in
their work and thereby increase the efficiency of the organisation.

Centralization and decentralization refers to the degree to which authority is

distributed among the various levels of the organisation. If authority is distributed
in such a way that majority of the decisions are taken by the top managers
then the organisation is called centralized. On the other hand, if the lower
levels of the organisations have authority to make decision-without seeking
approval from the top level managers than the organisation is called decentralized.
Important decisions include those related to financial matters, programme
schedules, administrative matters, staff problems, etc. The degree of centralization
and decentralization depends on a number of factors like organisational history,
level of trust in the organisation, subordinate's staff competence, technology
available etc. Excessive centralization is likely to reduce employee's motivation
and discourage initiative. It is also time consuming when every decision has
to be referred to the top and approval obtained for the same. The quality
of decisions making may also suffer, as often it is the lower level staff that
know the local conditions better. On the other hand, too much decentralization
is also harmful. Decentralization may result in declining control of the top
management. Consequently employees at the lower levels may engage in
empire building at the cost of neglecting organisational objectives. Coordination
in the organisation may suffer as each part may chart its own course. Chaos
and indiscipline will be the result.

. Departmentalization refers to the formal structure of the organisation composed

of various departmental and managerial positions and their relationship to
each other. Departments are formed on the following basis - function, product,
territory, clients and process. Some examples are provided here of departments
based on these- factors.
Function based departments - Marketing department, Personnel department.
Planning department, etc.
Product based departments - Micro-credit department, water and sanitation
department etc.
Territory based departments - Northern Railways, Southern Railways,
Eastern Railways.
Client-based departments - Women and child department, Welfare of
SCIST.
Process-based departments - Marketing, Planning, administration etc.

There are at least three departments which will almost inevitably be present
in every organisation. They are namely admhstration, accounts and services. Most
of the large organisations have departments based on more than one factors.
Social Welfare Administration Span of control refers to the number of subordinates an individual can supervise
and control. Control is not to be seen as something narrow and negative. It
refers to the superior's guidance, encouragement and appreciation provided to
the subordinates. Management experts recommend that no superior can control
more than five or six subordinates without decline in the quality of supervision.

3.5 STAFFING
Staffmg is the management function that deals with the recruitment, placement,
training and development of organisation members. Any organisation is as
good as it's employees' performance shows. Staff of the organisation should
be selected, retained and promoted based on the needs of the organisation
and their performance.
Staffing Process
Human Resource Planning should take into consideration the following internal
and external factors. The internal factors that need to be taken into consideration
are the present and future skill needs, vacancies, areas of priorities of the
organisation and its financial condition. External factors include the policies of
government, donor agencies, collaborating organisations, the labour market etc.

Recruitment: Recruitment is concerned with developing a large pool of job

for candidates in line in view of the needs of the organisation. This can be
achieved by giving wide publicity to the position available and attracting many
as eligible candidates as possible for the positions.

Selection: Selection involves evaluating and choosing among the job candidates.
A number of means like interviews, group discussion, and skill tests are used
to select the candidates.

Induction and Orientation: After selection, the newcomer has to be helped

to fit into the organisation. They are introduced to their colleagues, acquainted
with responsibilities and informed about organisation policies and goals.

Training and Development: The process of training and development aims

at increasing the knowledge and skills of the employees along with attitudinal
changes. The overall aim is to increase organisation's productivity and employee's
level of job satisfaction.

Performance Appraisal: Performance appraisal aims at judging the performance

of the employee's and hisher contribution to the organisation. Performance
appraisal has to be done on the basis of objective standards and not on the
whims and fancies .of the superior officer. Further the employee should have
a clear job profile and should know on what basis he or she is being judged.
If performance is satisfactory, the employee may be rewarded and if it is
not, corrective action is to be taken.
People join organisations not merely for monetary gains. They also look for
satisfaction of their social needs, self-esteem needs and emotional needs. In
any case, after a person has achieved financial security, he or she will most
probably seek other kinds of fulfillments namely pride in the job, a sense
of achievement, satisfactory associations at work place, autonomy to function
independently, etc. It is up to the organisation to provide employees with
these opportunities; ,
 POSDCoRBEF
Check Your Progress I1
Note: a) Writeyour answer in the space provide$.
b) Check your answer with those provideh at the end of the unit.
1) ~dentifya few criteria on which departments are formed in a large
organisation.
......................................................................................................
.......................................................................................................
. .
.....................................................................................................
.....................................................................................................
.....................................................................................................
.....................................................................................................

3.6 DIRECTING
Directing is the managerial function of guiding, supervising and leading people.
According to Chandan 'it is concerned with directing the human efforts towards
~r~anisational goal achievement'. Sometimes directing and leading are seen
as one function. Often it is the success or failure of this function that will
determine whether the organisation will achieve its objectives. Leading also
determines the levels of satisfaction the employees of the organisation experience.

Some of the requirements for successful leadership in an organisation are:

clear-cut objectives which should be known to all the managers and employees,
meaningful supervision by the superiors of the subordinates, participatory
managerial style, unity of direction, and purposive and effective follow-up.
Leadership
Leadership is defined as the relationship in which the one person influences
others to work together willingly on related tasks to attain goals devised by
the leader and the group. Leaders can be formal or informal. Formal leaders
are found in formal institutions like bureaucratic organisations, political parties,
and military. Here the organisational functioning is governed by written and
formal rules. They determine how the leader is selected/elected and what his/
her powers are and how they are to be exercised. On the other hand, informal
leadership depends on the personal qualities of the leader such as the charm,
intelligence, skills etc. French and Rawen mention five sources of power that
a leader draws from (1) coercive, (2) reward, (3) legitimate, (4) expert, and
(5) referent. The first three sources - coercive, reward and legitimate are primarily
found in formal organisations while the latter are found in informal settings.
Leadership Theories
A brief overview of the various theories of leadership is presented below.
Trait theories: Trait theories advocate that there are a set of traits that help
an individual to become a leader. Some of the traits are listed as self-confidence,
courage and integrity, will power, emotional stability, intelligence, enthusiasm,
energy, charisma etc. Trait theory has been criticized on some counts. It
focuses too much on the leader and not on the leadership process, the nature
of followers and the situation in which the leadership is provided. It oversimplifies
the leaders hi^ Drocess and reduces it to traits of the leader. Whereas it is
Soclal Welfare Administration a known fact that different situations require different types of leadership
qualities. Also it does not explain how leaders who were successful in the
past fail and vice-versa.
Behavioural theories: This perspective explains leadership by looking at
leaders in terms of what they do. Many theories within the category see
leadership as comprising of two important factors:

' Employees-centred dimension and production-centred dimension. Employee-

centred dimension stresses on creating a work environment in which employees
can have satisfying work experience. Their main concerns are employees'
welfare and happiness rather than attaining organisational objectives. Production
centred dimension gives importance to attaining organisational objectives rather
be concerned about employee welfare. In different situations these dimensions
have to balanced and a good leader is one who can balance these two
requirements successfully.
Situational theories: These theories emerged when management thinkers
realized that the context in which leadership is exercised influences the leadership
process. Earlier theories had failed to take into account this important aspect.
Most situational theories support the view that there is a relationship between
organisational situation and the leadership style. Some of the factors that
influence the process is the nature of work of the organisation, the organisation's
past experience, the value system of the leader and the followers, resources
available and the overall political-economic situation.
Leadership Styles
Autocratic Leaders
Autocdc leaders are those who assume all authority to themselves. Subofdinates
are discouraged to offer suggestions or participate in decision making process.
Autocratic leadership has some advantages and are useful in certain situations.
In this style, firstly decision making is quick and in emergencies it can be
advantageous. Secondly, decisions will reflect the leader's priorities and will
not be diluted. Thirdly, if subordinates are inexperienced or are not qualified,
then autocratic leadership is better. Autocratic leadership has many disadvantages
also. As autocratic leaders do not take into account opinions of others, it
may rssult in bad decisions. Secondly, the lack of consultation may adversely
affect subordinate's motivation and alienate them. It will increase resentment
towards the leader and the organisation as a whole.
Participative or Democratic Decision-making
In the democratic or participative decision making process the subordinates
are consulted. Their opinions are actively sought and a consensus arrived at
before decisions are taken. The decisions thus taken may or may not reflect
the opinion of the leader.
The major advantages of this type of decisions making are that maximum
possible information is collected and different view points are to be considered.
Participation of many individuals mean that decisions taken will have a better
chance of being accepted by others. As a result, confidence and loyalty
among the workers will increase.

However, success of democrats decision making depends on certain conditions.

A pre-condition for democratic decision making is that individuals are motivated
 to contribute to the decision making process. Absence of this motivation will POSDCoRBEF

lower the quality of decisions made. There should also be trust between the
leaders and the members. If there are vested interests or if the organisation
has something to hide from the employees then the decision making process
will be flawed. Further, there should also be a spirit of give and take as no
one can get totally satisfactory decisions.
Laissez-faire or Free-rein Leadership
The leader gives the organisation maximum freedom to make decisions. The
'
leader is in most cases a figure head and at other times a coordinator between
the various members. It gives maximum autonomy to the members leading
to creativity and freedom of expression. The major disadvantages are that
in under-motivated organisations this type of leadership will result in chaos.

Autocratic leademhip style, democratic leadership style and laissez-faire leadership

1
style are models of leadership which may not be found in the real world.
i Leadership characteristics of all these models are found in different leaders
in difference situations and at different times.

Another point to be noted is that in different organisations the nature of work

and tradition makes the leader adopt one or other leadership styles. The
leaders adopt the laissez-faire method in situation where encouraging creativity
is the aim - for example, in universities or laboratories. On the other hand,
in family run business houses where control is considered as important, leadership
'
styles adopted are closer to the autocratic leadership style.
1

1 3.7 COORDINATING
I
Coordination is the process of integrating the objectives and activities of two
or more units (departments or functional areas) of an organisation in order
to achieve organisational goals efficiently. In the organising function, we have
seen the need for division of work among the various units of the organisation.
I

I
Efficiency increases with specialization of activity and grouping of related
work. But the division of work brings about its own problems. Departments
become so involved in their work that they forget the organisational objectives.
Departmental interests are placed above organisational interests.
Ways to Achieve Coordination
Hierarchy is an important method to achieve coordination. People who are
high in the hierarchy have more authority and responsibility. Hierarchy in fact
channels and regulates the exercise of authority, work allocation and flow of
communication. Problems between departments if and when they arise can
be sorted out by the superior officer.

Another important method of coordination is rules and regulations. Rules and

regulations make organisationalwork pmbctable. Rules and regulations standardize
routine work which saves the time of the managers. Everyone in the organisation
will know what behaviour is expected from himher and from others. Tasks
will be performed accordingly.

The identification of objectives and formulation of plans also improve coordination.

This gives the organisation a unity of purpose and a unity of direction. They
help the various units with different responsibilities to direct their efforts toward
achieving their targets.
Social Administration Larger organisations often use committees to improve coordination. These
committees consist of members of different departments of the organisations.
Committee meetings help them exchange information, understand each others
viewpoints and problems and resolve conflicts.

Vertical and horizontal communication system are used in all organisations

to share information. Intra organisational official communications in the form
. of departmental notes, memos, official letters etc., help improve coordination
between the various sections. Nowadays, with the rise of information technology,
IT enabled Management Information Systems are used to transmit data up
and down the levels of the organisation. This system enables quick reporting,
processing, storing and retrieval of information as and when required.

Till now we have discussed the formal means of imprdving coordination. But
it is now realized that informal relationships between employees are as important
as the formal means of coordination. Personal relationships between the various
members improve overall coordination within the organisation. In organisations
where proper understanding and trust between employees exists, the need
for formal means of coordination, which are time consuming and cumbersome,
will be less. This will contribute to a better work environment and improve
efficiency of the organisation.

3.8 REPORTING
Reporting means keeping the superiors informed about the various aspects
of work including progress of the various programmes, problems in implementation
and problems related in staff. Reporting is done at every level.

The Annual Report of the organisation is its statement of achievement and

shortcomings to the general body of the organisation and to the society at
large. Within the organisation, the Chief Executive Officer reports to the
Board of Management or the governing body. Subordinates of the executive
officer will report to himher and so on down to the lowest level of the
organisation.
Need for Effective Reporting

1) Reporting keeps the management informed about the organisation's

performance.
/

2) Reporting allows the management to take corrective actions when things

go wrong.
3) Reporting inculcates a sense of responsibility among employees as they
have to report the programme activities to the higher authorities.
Reporting Process ..

1) Establish means by which reporting is done.

2) Keep a time period within which the report is done.
3) It should be decided as to whom the report should go and in what form.
4) Reporting also includes action to be taken on the report.
 POSDCoRBEF
3.9 BUDGETING
The word 'budget' originally meant a bag, pouch or pocket attached to a
person. But in the modern sense, a budget is a complete statement regarding
the organisation's 'income and expenditure of the past financial year and provides
an estimate of the same for the coming financial year. The organisation's
budget is usually approved by the highest controlling body, the Board of
Management or the Governing Council.

Once the budget is approved, the allocation of funds to various sections1

departments of the organisation takes place. The concerned heads of departments
have to-functionwithin the funds allocated to them. Sometimes due to changes.
in environment or inside the organisation, a revised budget is formulated after
a period of time which may'increase or decrease the funds allocated to a
particular department:

Budgeting is a specialized activity and persons involved should bssess considerable

knowledge in accounts, economics, costing etc. to prepare a proper budget.

Any organisation which is developing a budget for the first time does a lot
of guess estimates as available information may not be enough to prepare
a budget. Subsequent budgets can be made on the information collected from
the previous experiences. A budget is very much like a plan in the sense
that it is forward looking and aims at making things happen.

A budget contains the expenditure, income and outcome planned for a specific
period of time. Usually budgets are made for a year, that is, annually. Through
the budget, the manager controls the activities of the organisatjon. Therefore
budgeting refers to the controlling of the organisation based on a budget.
Need for Budgeting
1) Finance is the fuel on which the organisation runs. One of the most
effective ways of directing and controlling the organisation is by controlling
the financial part of the organisation.
2) Budgeting helps to control the excessive expenditure. Sometimes managers
tend to over spend with justifications and sometimes without justifications.
Well prepared budget with clear allocations to various heads prevents
this,costly practice.
3) Budgeting also helps in preventing administrative and financial malpractices.
At times, unsckupulous employees try a variety of means to earn money
at the cost of the organisation. But budgetary allocation prevents this
practice to a great extent. At the end of the year audit is done in which
budgetary allocations are compared with actual expenditure incurred.
Discrepancies if any have to be explained. This ensures that there is a
check and balance.
4) Budgeting improves the coordination in the organisation.Proper appropriation
to different overheads within the organisation helps prevent conflict and
overlapping.
5) Budgeting also helps in measuring the performance of the organisation.
The actual pkrformance of the organisation can be seen in relation to
objectives set forth in the budget.
6) Budgets are also a source of information. Budgetary allocations to various
Social Weifare Administration activities of the organisation reveal the priorities of the organisation. This
is useful to people outside the organisation as well as its employees and
supporters.
7) Lastly, the very process of budget preparation is an educative exercise.
Managers review the existing situation, discuss the needs of the organisation.
in the coming year, and keeping in view the priorities of the organisation,
prepare the budget. Thus the budgeting process makes the managers
aware of the objectives of the organisation, its resource base and anticipate1
forecast trends and changes in the external environment.

3.10 EVALUATION AND FEEDBACK

Evaluation means 'to assess the value of every organisation's rationale for
its existence and the contribution it makes for the welfare of the society. It
is for this reason that government and donor agencies provide funds and the
people support these organisations. Naturally it has to be seen whether the
organisation has been fidfibg its mission or not. Thus evaluation of the organisation's
functioning and its programmes is a logical necessity.

Socially relevant programmes of NGOs have multiple dimensions. Therefore,

evaluation of the programme has to include the following dimensions- the
relevance and the need of the programme for the clientls; the extent of participation
of clients/community in the various stages of the programme; accessibility,
availability and quality of the services rendered; sustainability and financial
viability of the programme. Lately it has also been felt that the gender dimension
of the programme should be part of the program evaluation process. Therefore,
the extent of female participation and the benefits obtained for women has
become an important part of the evaluation process. Due to the decline in
donor funds and government support, most organisations are hard pressed
for funds.Therefore the financial aspect of the programme is of crucial importance.
Thus evaluation takes into consideration cost effectiveness and timeliness of
the programme implemented.

The American Public Health Association defines "evaluation as the process

of determining the value or amount of success achieved in terms of its
predetermined objectives". It includes at least the following steps; formulation
of the objectives, identification of proper criteria to be used in measuring
success and determination and explanation of the degree of success,
recommendation for further programme activity.

According to the 'Encyclopedia of Social Work in India', 1) evaluation should

have an objective approach to the study of problem, 2) it should focus on
positive as well as a negative aspects of the problem, 3) evaluation should
contribute to the improvement in the functioning of the organisation. In other
words, evaluation has educative aspects also.
Evaluation can be of two types- (i) internal, which is done by the organisation's
functionaries themselves to assess their progress, and (ii) external, which is
done by outside agencies like government, donor agencies etc.

Check Yours Progress I11

Note: a) Write your answer in the space provided.
b) Check your answer with those provided at the end of the unit.
 POSDCoRBEF
1) Why is budgeting important for an organisation?
.....................................................................................................
.....................................................................................................
.....................................................................................................
.....................................................................................................
.....................................................................................................
.....................................................................................................

3.11 LET US SUM UP

We have seen the seven functions of a manager. We also had an overview
about the role of these functions in the organisations. You were also given
an introduction on how some of these functions especially planning, directing,
coordination and budgeting are done. In your own field work agencies you
can collect further information on how specific agencies perform these functions.
i
3.12 KEY WORDS
Hierarchy : The superior-subordinate relationship that
exists in the organisation from the top to
the bottom.

3.13 SUGGESTED READINGS

Chandan, J.S. (1987), Management :Theory and Practice, Vani Educational
Books, Delhi.
Stoner, Jaes A.F. and Charles Wankel (1987), Management (Third Edition),
Prentice Hall of India Pvt. Limited, New Delhi.
Terry, George R. and Stephen G. Franklin (1994), Principles of Management,
All India Traveller Book Seller, Delhi.

3.14 ANSWERS TO CHECK YOUR PROGRESS

Check Your Progress I
1) POSDCoRBEF stands for Planning, Organising, Staffing, Directing,
Coordinating, Reporting, Budgeting, Evaluation and Feedback.
Check Your Progress I1
1) Departmentalization is done on the following factors like process, product,
'

client, place, function etc.

Check Your Progress I11

1) Budgeting and budgets enable the managers to see the activities of the
organisation in financial terms. It helps in exercising control over the
organisation, prevent conflict between departments, prevent overlapping
and avoid malpractices.