Principles of management and supervision

Headlines

1- Theory of thinking and leadership of organization and management

2- The role of supervisor in organizations, organizations and companies 3- New theories of supervision and problem solving management

4- Motivating employees

5- Organization of activities in the organization

6- Conflict management in the organization

7- Abilities, resources and waste of resources in organizations

8- Familiarity with administrative schools and their characteristics

9- Familiarity with management and supervision duties and operational techniques used in industrial units

10- Effective communication principles and techniques

Admin “Boss” redirects here. For other uses, see Head.

Every manager talks to factory workers; Negotiation between members of an organization is very important in management.

Management  is the process of efficient and effective use of material and human resources under the accepted value system of that society with regard to principles such as planning,

Organizing, mobilizing resources and facilities, directing and controlling and monitoring based on predetermined goals

Definition

So far, several definitions for  management  have been proposed. Some of the most important definitions provided are as follows:

• The art of doing things by others
• The process by which decisions are made in organizations
• Performing tasks of planning, organizing, leading, coordinating and controlling
• The science and art of coordinating the efforts of organization members and using resources to achieve organizational goals
• Playing the role of leader, source of information, decision maker and liaison for members of the organization

From a functional point of view, management includes tasks such as planning, decision-making, organization, innovation, coordination, communication, leadership, motivation and control. Although this type of definition of management is faced with quantity and deficiency or excesses in the words expressing duties, it seems to be more fluid than the definitions that try to confine management to a specific feature or add a specific philosophical value to the concept. However, numerous definitions of management according to its functions by researchers such as Fayol or Giulik have differences that cannot be easily overlooked. What is clear is that management science has not yet been able to manage its own definition.

The following definition includes the key concepts of management:

• Management is a process.
• The hidden concept of management is the guidance of human organizations.
• Effective management makes appropriate decisions and achieves desirable results.
• Efficient management is called prudent allocation and consumption.
• Management focuses on purposeful activities.
• Management is an action that is done consciously and continuously and shapes the organization.

Management duties

French industrialist Henri Fayol stated that all managers perform five tasks or tasks: planning, organizing, leading, coordinating, and controlling. Today, these tasks are divided into four tasks:

• planning
• organize
• leadership
• coordination
• Control

they express

Peter Drucker considers the task of managers to be  marketing  and innovation. At the same time, newer texts consider the main tasks of managers to be planning, organizing, leading,  recruiting  and  controlling  .

Some sources have removed employment from the above list and some   have replaced it with coordination .

From a functional point of view, management includes tasks such as planning, decision-making, organization, innovation, coordination, communication, leadership, motivation and control.

planning

Planning means thinking in advance. Experts from various angles have provided several definitions for planning, some of which are as follows:

• Determining the goal, finding and building a way to reach it,
• Deciding what to do
• Visualizing and designing the ideal situation in the future and finding and building ways and means to achieve it.
• Designing an operation that changes an object or subject based on a predefined method.

In selecting and determining the goal, the manager should   pay attention to their feasibility  and  acceptability from the point of view of managers and employees.

A marketing training program should begin with an assessment of your training needs. In general, these needs are more visible in areas where you have poor performance.

For example, if the level of customer loyalty to the business decreases or if a seller is not able to sell in the standard and usual amount. These ranges also include

There are opportunities and changes.

organize

Organization is a process during which work is divided between people and work groups and coordination between them is done in order to achieve goals.

In relation to organization, the manager should create the structure of the organization in accordance with the goals and resources of the organization ( organization design ) and seek to provide the right people.

be for the designated structure ( providing resources ). If necessary, the manager delegates his responsibility, authority and power to another person.

motivation

Leadership means the manager’s effort to create motivation and desire in subordinates to achieve the organization’s goals.

Assessment

Control is a systematic effort to achieve standard objectives, designing information feedback systems, comparing actual components with predetermined standards, and

Finally, determining possible deviations and measuring their value on the implementation process, which includes maximum efficiency.

The course of management ideas

The first management ideas

All management issues from the beginning of human history to 1880 are classified in this section. issues such as administrative systems and

The management of the Sumerians, Egyptians, ancient Iranians and things like the construction of the three pyramids of Egypt and the construction of the Great Wall of China are classified in this field.

Classical school

These theories started from 1880 to 1920 and are divided into 3 general categories:

1. Frederick Taylor School of Scientific Management
2. Henri Fayol school of administrative management (fundamentalists).
3. Max Weber’s theory of ideal bureaucracy

The focus of classical management theories is to achieve maximum efficiency in the organization. The classics paid attention to the formal organization and considered the existence of informal organization harmful

they knew. Classical views have included a purely mechanical view of the organization and people. The classics considered man equal to other elements of production and for him

They did not have an independent identity.

Neoclassical school (human relations)

In 1920 to 1950, while the West was experiencing economic depression, some social scientists led by Elton Mayo conducted studies on how to respond

Employees began to rate production in case of changes in working conditions, job design and managerial stimuli. Most of these studies in one of the units of the Western company

Electricity took place in the city of Hawthorne, which later became known as Hawthorne studies. Neoclassicists emphasized the human aspects of management. Proponents of this method

They believed that management should focus on people; In other words, they considered social variables more effective than physical variables. Major activities in

This course is done, it is divided into the following two categories:

• Hawthorne Studies
• Behavioral attitude (management) based on the premise that managers who establish good human relations in the work environment can achieve productivity. In addition, the human relations movement created a phase that evolved today as the field of organizational behavior, that is, the study of individuals and groups in organizations. ^[12]

School of social systems

A systems approach, which has become common in management since the 1950s. Proponents of this theory believe that a systemic approach is the best way to unify

Concepts and theories of management and achieving a comprehensive theory. ^[13]  The school of social systems caused the study of organizations to become multi-dimensional

also caused the emergence and evolution of systems theory.

Contingency school[edit]

Contingency school (contingent approach) (1960 until now) This school comes with other titles such as situationism, environmentalism and circumstantialism. This school is more of a way of thinking

It is about the organization, management and phenomena, it refers to the fact that in various conditions and depending on the time requirements, it is a place and a situation that can be discussed about a subject.

commented In other words, while the thinkers of the classical and neoclassical schools believed in universal and eternal principles and the solutions presented by themselves

They knew that there is no such thing as the best in the contingency school. Rather, it is the requirements that show what is best in “that particular case”.

Is. For example, while in some circumstances mechanical management is helpful for the organization, it is possible to change the situation to another style of management (management).

organic) is needed.

Modernism school

In today’s management studies, many theories are formed from the combination of classical and neoclassical theories. New followers of the scientific management movement on decisions

Scientific, computer application and decision-making tools are emphasized. Today’s group of theorists of human relations talk about the improvement and reconstruction of the organization and the place of the fundamentalists

There are those who believe that it is necessary to practically study many managers before one can adhere to principles. The theories of this course can be

divided into the following categories:

• Quantitative management approach, which aims to apply the scientific method to solve technical problems on a large scale. Quantitative management has three main branches: management science or research
• Operations, operational management and management information systems
• Contingent attitude. The basis of this attitude, which is also called the situational attitude, is based on the fact that there is no one management model for all situations as the best way. The manager’s duty is to determine what method, in what specific situation, under what specific conditions and at what specific time provides the best context for achieving management goals.
• The new human relations movement. During the last twenty years, other theories have emerged in contemporary management with the attitude of human relations, among such theories, we can mention the Z theory.

Management levels

Board of Directors meeting with other executives. In today’s companies, the board of directors is the highest level of management.

Management in large organizations usually has three levels:

1. operational management (supervision)
2. middle management
3. Excellent management

Operational management

The operational plan is a type of detailed and short-term plan that causes subordinates to refer less to managers to get assignments and also to reduce managers’ reference to employees to monitor their performance. Operational level managers spend most of their time with subordinates, some with colleagues, and little time with superiors or outside the organization.

middle management

Middle managers report directly to top managers. Their job is to manage supervisors and they play the role of an intermediate link between senior management and operational managers. Most of middle managers’ time is devoted to analyzing data, preparing information for decision-making, converting management decisions into specific projects for supervisors, and directing the work results of operational managers. Middle managers make mid-term plans and prepare comprehensive and long-term plans for the opinion of top management.

Excellent management

Organizational strategies and policies are developed by the head of the organization, the general manager and the deputies. A manager who has been in operational and middle roles can reach top management. Most of the work of top managers is similar to the work of operational managers in terms of dynamics and busyness. Strategic, comprehensive and long-term decisions are made at this level.

Management trends

• governmental management
• Industrial Management
• Business Management
• Urban Management
• Media management
• strategic Managment
• Change Management
• Human resources management
• risk management
• Crisis Management
• Education Management
• Entrepreneurial management
• Marketing Management
• Financial Management
• Project Management
• agricultural management
• Program management
• Hotel management and tourism
• Customs management
• Quality management
• technology management
• operational research (management science)
• Sport Managment
• IT management
• Nursing management
• Health Management Services
• Environmental management

The concept of supervision:

Undoubtedly, the working group cannot succeed in the implementation of goals and plans without harmony in the relations between executive agents. In line with this purpose, organizations benefit from supervisors. Therefore, a supervisor is a person who accomplishes organizational affairs by creating harmony and making the most of the minimum human resources and material facilities.
The upper managers of the organizations plan, organize, lead, supervise, etc., but the supervisors are at the bottom of the hierarchy, and in other words, they are among the subordinates of the organization in the division of management.
The concept of supervisor is different in organizations. For example, it is possible that in a production company, it includes a foreman or foreman, and in another company, it is assigned to a higher rank than the foreman. The supervisor is not the executive agent of organizational affairs, but he is a proper coordinator for the beneficial use of people and facilities.
Therefore, in doing things, he must provide the facilities, use the right facilities, be careful in keeping the facilities healthy while working, and make the work environment conducive so that the desire and motivation to work in the human force arises.
It can be seen that the supervisor is in a critical role between the management of employees and it is necessary that he has knowledge of production, production control, order and decision-making in the implementation area so that he can coordinate with the management in the implementation of affairs. On the other hand, the implementation of organizational affairs was the closest point with the personnel he supervises. Therefore, in order to create desire and motivation, he should understand and use different leadership models, after achieving the mentioned items, he should give orders for implementation.

Qualities of a good supervisor

A good supervisor has the following characteristics:
1- Power in execution: it comes from the person himself and is a combination of decisiveness, ability to think and organize.
2- Ability to analyze problems and solve problems: which requires knowing the problems, collecting factors, creating problems and solving problems.
3- The ability to create executive commitment in employees: the supervisor’s performance relies on honesty, it is a model for the correct implementation of affairs by employees. This is an indirect education that relies on the supervisor’s honesty and integrity.

leadership

According to “George R. Terry” (Gorge R. Terry) leadership is the act of influencing people so that they strive for group goals out of desire and interest. A review of the works of other management authors reveals that most of them agree
. that leadership is the process of influencing the activities of a person or a group who try to achieve a goal in a certain situation. From this definition, it is deduced that the leadership process is a function of the variables of the leader, follower and other variables. It is situational (situational variables). That is:
leadership is about social influence in which the leader demands the voluntary participation of employees in an effort to achieve organizational goals (Sheriz Haim and others, 1978, p. 35). Here, the word “volunteer” is an operative word. Leaders supplement any authority and power they have with their personal characteristics and social skills to encourage voluntary participation of employees. The role of leadership is due to the role it plays in
individual
and group effectiveness. It is a very famous title in organizational behavior, and since the topic of leadership has fascinated people throughout the ages (Miller 1996, pp. 42-56), many definitions have been made of it. One of the experts has stated that there are almost as many people who have tried to define the concept of leadership, and this is the fact that almost all of them agree that leadership involves influence. Disagreement about whether leadership should be non-coercive or not? And is leadership different from management or not? There is.
Differentiation of management and leadership
Management and leadership are often thought of as two synonymous concepts, while most experts consider these two concepts to be different. Leadership has a broader concept than management. Management is a special type of leadership in which achieving organizational goals has priority over other goals. The fundamental difference between these two concepts arises from the word “organization”. Leadership takes place when a person tries to influence the behavior of an individual or a group for any reason. This can be to achieve the goals of the individual or others, and it can be compatible or incompatible with the goals of the organization (Hersey and Blanchard, 1993, p. 5). In the comparison of leadership and management, the following points can be mentioned:
1- The leader deals with change, but the manager deals with complexities.
2- Leaders can have various goals, but in management, priority is given to organizational goals.
3- Leaders are connected with employees in innovative and inductive ways, but managers are connected with people through the role they play in the sequence of events or the decision-making process.
Some have considered leadership as both management and the relationship between the two has been mentioned as absolute general and private, and some have considered management as one of the manager’s duties. In the Constitution of the Islamic Republic of Iran, one of the conditions of leadership and management is considered.
Positive leaders and negative leaders.
The methods used by leaders to motivate people are different. If more emphasis is placed on giving material and spiritual rewards, the leadership style is positive. Better training, giving more autonomy and other factors that lead to employee satisfaction depend on positive leadership.
If the emphasis is on punishment and threats and intimidation, the leadership style is negative, this attitude provides acceptable performance in many situations, but it takes high human costs. Negative leaders apply dominating and domineering methods to employees. To force employees to work, they use tactics such as reprimand, dismissal from service, deduction of salary for a certain period, and enforcement. They actually preside, not lead.
The leadership style continuum has a grain that ranges from strongly positive leadership to strongly negative leadership. Almost every manager uses one of these leadership styles on a daily basis.
In general, leadership styles are divided into three distinct types based on how leaders exercise authority, i.e. autocratic leadership, democratic leadership, and free rein leadership.
Autocratic leadership
is an autocratic leader who gives orders and expects his order to be accepted and implemented. Authority and decision-making are concentrated in him and he determines the framework of the work under his hands. Authoritarian leadership is usually negative and employees are treated based on threats and punishment, but sometimes it can be positive. In the type of benevolent autocratic leadership, rewards are given to employees. The authoritarian style of leadership is in the framework of Theory X.
Democratic leadership

Leaders who use the democratic or collaborative approach pay attention to the needs and interests of employees and exercise authority in a decentralized manner. In principle, effort sharing cannot be like the one-way autocratic method because at least employees should be consulted in making decisions. The group leader acts as a social unit and the employees are informed about the conditions that affect their work and are encouraged to present their ideas.
Inconsiderate or free leadership

Non-interventional or free leadership avoids exercising power and interfering in work. In this way, leaders rely to a large extent on groups and it is these groups that determine the goals. It solves the relevant issues and takes action to train the members and motivate them in their work. In this method, the leader plays the role of coordinator and guide. This method is useful in some situations where the leader can completely delegate the performance of a task. For example, in universities, the dean does not interfere in the teaching methods of professors.
Basics of organization

The task of management organization is basically related to the creation of a plan or model in which the set of affairs of an institution can be divided into applicable components in such a way as to facilitate the achievement of the goals and objectives of the institution in the best way. In principle, any type of group activity with a specific goal will be successful if the duties, responsibilities, powers and relationships of each member of the group are determined based on a logical division of labor, and by establishing the necessary coordination, efforts People should be guided to achieve goals.
In any case, there is no doubt that competent people who are willing to cooperate with the assigned roles in the group and how to communicate and perform tasks with each other can perform the related tasks better and more effectively. Designing and maintaining this system of roles is basically one of the tasks of organization. In order for an organizational role to be meaningful for people, it should include three characteristics:
1- It should have measurable goals.
2- Include major tasks or activities.
3- Authority to do things should be provided in it.
So that the job holder knows what to do to achieve the expected goals. In addition, in order to play the role effectively, the required information and other tools are provided to the employee.
Definition of organization

An organization is a group consisting of two or more people who work together in an environment with a regular and predetermined structure to achieve group goals.
Definition of Organization Organization
is a process in which work is divided between individuals and work groups and coordination between them is done in order to achieve goals. In other words, organization is a four-stage process consisting of:
1- Division of work
2- Classification or unitization
3- Hierarchy
4- Coordination
of organizational construction
Organizational construction or organization design is the result of the process of organization and is a relational system which is informally formed and officially approved and governs the activities of people who depend on each other to achieve common goals. Organizational structure determines the framework of the organization, just as humans have a skeleton that determines their shape, organizations also have a structure that determines their status. Organizational structure is a framework created by managers to divide and coordinate the activities of organization members. The organizational structure of different organizations is different because the environmental conditions and the strategies and goals that the organizations pursue are different. Organizational structure is the set patterns for relationships among members of an organization, and it is also a formal system, because top managers formally create it. The goals of the organizational structure are:
1- To direct information to the relevant managers to reduce their uncertainty when making decisions.
2- Distribution of authority to make decisions effectively so that the members of the organization can carry out their plans without headache and coherently at any level.
3- Determining and controlling the relationships between work units in such a way that it is clear that all tasks are assigned and executed in a favorable and orderly manner and that all units have contributed to the success of the organization.
Classification or Unitization
When divisional managers work, they collect the activities that are required to carry out all the work of the organization, then group them into orderly jobs. Classification or unitization is an arrangement in which jobs and activities are grouped into logical groups and each group is combined into a larger department and unit to form the entire organization.
There are different bases for classification or organization, and the choice of the type of construction and its basis should be made according to various factors such as the organization’s activity, the organization’s environment, and its general policies. The most common methods of organization or unitization are described in this section.
Organization based on task (goal)
This type of organization includes the tasks that an institution typically performs. All employees who perform similar operations are concentrated in one area and work under the supervision of a manager. have each other For example, in a manufacturing institution, the separation of units into production, sales, engineering and personnel parts, each of which pursues specific tasks in relation to the organization’s goal. This type of organization is the most common type of classification, and as the progress of science and technology raises more specializations in different fields of science, the use of this type of division of work increases. This type of classification is sometimes called classification based on the type of expertise.
Organization based on product
There is a division of work based on the type of product in large organizations. Business organizations are initially organized based on expertise or task. With the development and expansion of activities, due to the wide range of operation and production of various goods and the flow of affairs, it will not have the necessary speed. Managers of production, sales and engineering affairs are faced with problems to make decisions, and the situation becomes more complicated day by day due to the concentration of the two affairs.
To solve this problem, it is necessary to combine the organization according to the type of product. In this organizational structure, the top level management of the organization is delegated to a manager with broad executive powers regarding production, sales, service and engineering related to a specific type of product.
Customer-based organization
In the customer-based organization, units are divided in such a way that each one is responsible for a different group of customers of the organization. Different groups of the organization may need different services, different goods, and different sales methods, and whenever the purpose of the organization is to meet these different needs, building an organization based on clients becomes useful. For example, a commercial institution that has two categories of customers including government units and private sector units, each of which buy in a different way, pay money and need different goods, can divide its sales units based on these two customer groups. to divide
Regional or geographic organization
is common in organizations that are not geographically concentrated in one place. This method is based on the principles that activities in each area or region should be grouped and reported to a manager. Large organizations mostly adopt regional design; Regional design is appropriate when its purpose is the participation of local officials in decision-making and taking advantage of the economic operation in that location. Weak communication facilities can also be a reason for choosing regional organization, but in general, with the increasing improvement of communication, the need for this type of organization is partially eliminated.
For a long time, having branches or units in different geographical areas has been known as an excellent field of practice for managers. This work will one day give the manager a basic experience in the part of organizational construction, which can be very valuable for him later and is less risky for the organization. This does not mean that the organization should be divided according to the region so that the managers of the lower ranks succeed in gaining basic experience, but it can be one of the factors that are considered in deciding on the type of organization.
Organization based on the market,
more recent problems have arisen from organizational segmentation in organization, commercial organizations in the market environment in which they operate and the marketing channels they use. Since such views in organization have arisen in order to have more emphasis on the market and marketing channels. They have differences with other types. The requirement of organizing around the axis of marketing channels is that a structure can be designed that can lead to a proper reflection on the way to reach the final customers (consumers) from the organization and this work through wholesalers, retailers and various types of stores. Retail is possible. Responding to this long line of customers requires an organization that can identify and respond to their needs as soon as possible. The difference that distinguishes market-based organization from customer-based organization is putting more pressure on the market.
Organization based on time.
This type of organization is mostly used in the lower levels of the organization. The use of shifts is used in many institutions (hospitals, military organizations, airports, telecommunications, etc.) for economic, technical, etc. reasons and in cases where working days are not normal.
New patterns of organization
is the most logical method in organization design, identifying the special environmental, technological and strategic conditions of the organization and choosing a type of organizational structure that can bring the best performance in those conditions. Therefore, new patterns of organization are investigated.
Organization based on the project
Organization based on the project or plan is one of the new types of organizational construction. In organizations whose purpose and mission can be implemented in the form of relatively independent projects and programs, this organizational structure is usable and useful. In the project-based organization, independent units can be created as many projects as there are in the organization. These units have the necessary agents and facilities to carry out the relevant projects and are able to carry out their projects independently without the need of other units.
In the project-based organization, the organization is divided into project and smaller units, and for this reason, problems caused by hierarchy and slow communication are reduced to the minimum possible.
In the construction of a project, relatively independent units are created in the form of projects that have the required units and are able to realize their goals without conflicting with other units. The cooperation of units within the project is necessary, but the help of external units is not much needed and does not play a decisive role in the performance of the project unit.
In the construction of a project, the weakness of one unit does not affect the entire system, and the problem of auditing responsibilities can be easily followed in each project. At the same time, measuring and comparing project units according to the facilities and resources used by them makes the evaluation more easily possible. Projects can have a healthy and constructive competition with each other and use the methods and techniques that have been recognized in an efficient project.
Materialistic organization or treasury (Matrix Organization)
If we assume the project-based organization as units of a task-based organization (traditional construction), the resulting composition will be a matrix organization. In other words, task-based organization and project-based organization together create a matrix organization.
This type of organization is actually a more advanced problem than multilateral supervision and is used in large organizations that perform many technical and complex activities. This type of division is used in research organizations, educational centers, consulting engineers.
The task of planning has been defined in various ways, some examples of which are presented:
1- A relatively comprehensive definition has been presented by “Cyril Hodson” as follows: Planning means “providing a way to “Future operations that guarantee certain results with a certain cost and a certain period of time.” 2- Planning is: “Appreciating the goal, finding and building a way to reach it” 3- “Planning is a process that includes making and evaluating a set of decisions related to each other, before the need to implement them, according to This belief that without practical action, there is no possibility of the desired situation occurring in the future, and if action is taken, the probability of achieving the desired results will increase.” 4- Planning means “imagining and designing the desired situation in the future and finding and building ways and means to achieve it.” The ultimate goal of planning is to reduce the level of risk acceptance in relation to possible incidents and to take measures to achieve organizational success. Therefore, planning is a difficult intellectual process that requires us to consciously determine the ways of action and to base our decisions on the basis of goals, knowledge and measured estimates, so we can state the goals of planning as follows: 1- Increasing the probability of reaching the goal through the regulation of activities 2- Increasing the economic aspect (cost-effectiveness of operations) 3- Focusing on goals and objectives and avoiding changing the direction 4- Providing a tool to control various types of comprehensive or strategic planning












Strategic planning is a process in order to equip the organization’s resources and unify its efforts to achieve long-term goals and missions according to internal and external possibilities and limitations. Of course, it should be noted that before being a technique and technique, strategic planning is a way of thinking and believing that encourages managers to think long-term and foresight and predict distant horizons. In an organization that does not have this belief, there will not be a suitable platform for the growth of strategic planning. Strategic planning is an organized foresight that includes the following steps:
1- Assigning missions to long-range goals.
2- Separation of missions into short-term quantitative and qualitative goals, which is called goal setting.
3- Determining policies or policies.
4- Executive planning and planning.
Strategic planning does not predict the future, but it can help a manager in the following cases:
1- Effectively overcoming future requirements.
2- Providing timely opportunity to correct unavoidable errors.
3- Helping to make the right decision at the right time.
4- Focusing on the actions that must be done to reach the desired future.
Executive or operational planning,
basically, operational planning is done at the middle and basic levels of the organization. In operational planning with the aim of efficiency, the effort is to do things correctly, and in other words, the emphasis of this planning is on efficiency, while strategic planning focuses on effectiveness. In effectiveness, it means that the main and basic goals are determined and achieved, but in efficiency, the purpose is to reach the set goals with maximum efficiency. Also, operational planning emphasizes the current interests of the organization.
In fact, it can be said that what is determined as goals and outlines in strategic planning is implemented in operational planning. The sequence of operational or executive planning is:
1- preparing a short-term plan (determining the budget and timing)
2- determining performance and position criteria: quantity, quality and cost.
3- Reviewing and determining cases of deviation.
4- Preparing a new program.
Specialized planning
1- Production planning and control (production management): It consists of determining, studying and training all the necessary requirements for the future production of products and to meet the predictable or unexpected needs of the society and the market.
2- Personnel planning (manpower): It refers to the determination of the number of people who should be selected, trained, promoted, retired or fired in the coming years to meet the organization’s goals, etc. The need is estimated. Human resource planning begins with the preparation of the organizational form, and the form of the promotion path, regulations, recruitment, in-service training programs, etc. are also among its topics.
3- Financial planning: It consists of determining the amount and manner of financial resources and reciprocally determining the amount and manner of spending said financial resources in order to meet the goals of the institution and its owners and controllers.
Types of plans
We must not forget that the plan includes every action in the future; Therefore, the program has various types that are divided in this way.
1- Objectives or missions
2- Goals
3- Strategies (strategies)
4- Policies (general policies)
5- Methods
6- Orders (regulations and regulations)
7- Programs and plans
8- Budgets

Effective planning
Paying attention to the following matters makes planning effective:
1- Time: Each of the components should be considered not only in terms of content and action, but also in terms of time; Because movements are related to each other.
2- Communication: It should be established in such a way that all people in their field of activity have a correct understanding of the program and how to implement it.
3- Collaboration: There should be collaboration in planning matters.
4- Creating the right atmosphere: preparation for planning should start from the top levels and be organized.
Planning stages
“Kuntz” and “Wairich” in the management book have considered the planning stages to include the following measures:
1- Being aware of opportunities:
although this stage is not considered one of the planning stages, but being aware of the Assumptions inside and outside the organization actually form the starting point of planning. At this stage, all possible future opportunities should be clearly and fully considered. Considering our strengths and weaknesses, we know where we are, what kind of problems we want to solve and why we need to solve such problems, and also know what we want to achieve. Setting realistic goals depends on this awareness.
2- Setting goals:
The second step in planning is setting goals for the entire institution and then for each of the units in the short-term, medium-term and long-term. Objectives specify the expected results and represent the end points of the operations to be performed.
3- Creating assumptions necessary for planning:  The third logical step in planning is to create, inform and attract others about the basic assumptions of planning, which in fact include all kinds of predictions, basic policies. Application and existing programs of the organization.
4- Determining different operation options:  This step consists of examining and identifying different solutions.
5- Evaluation of options:  after determining various solutions and examining their strengths and weaknesses, the said solutions are evaluated in the light of defaults. Since planners are generally faced with uncertain conditions of lack of capital and various intangible factors, evaluation is usually very difficult.
6- Choosing a solution:  It is at this stage that the real decision is made.
7- Set up sub-programs: at the stage when a decision is made, planning is rarely complete, so it is necessary to determine the support programs for the main program.

8- Showing programs in the form of numbers and figures through budgets (numbering programs with budgeting):

The general budget of an institution represents the sum total of income and expenses and important items of the balance sheet such as cash balance and capital and cash expenses and forms a part of the general budget of the institution. In this way, budgets will become a means to bring together different programs and important standards to ensure the progress of programs.

Planning techniques

Planning is making decisions about the future. In order for planners to be able to follow all the variables related to decision-making, several methods have been invented, some of which visualize the effective factors for planning, and some others can even decide for him; In other words, the manager’s decision is planned.
Regardless of strategic planning, the vast majority of executive planning is in the image-form way. Because in this way:
1- They raise more topics in less space.
2- They are much faster and often easier to understand.
3- Facilitate program implementation, control, evaluation and revision.

Monitoring and control

Meaning, concept and importance of control

One of the basic duties of the manager, which is related to his other duties, is control, through which it is possible to obtain maximum efficiency and effectiveness from the resources and activities of the organization’s members in order to achieve the organization’s goals. It is only through control that the planner will realize the correctness of his prediction. That is why it is necessary to accept the opinion that no program can be executed properly without control, and control does not have meaning without the existence of the program.
Therefore, control plays a dynamic role in business establishments and other organizations. The dynamics of the role of control is based on the fact that it is possible to correct deviations and match the functions with the desired organizational goals.

Control steps

Control can be done in four steps.
First step: determining criteria (standard) or rules for control.
The second step: measuring the performance against the criteria (standards).
The third step: detection of deviations and analysis of their actions.
Fourth stage: Corrective measures.

Types of control

Various classifications have been made for control, and the manager uses different types of control in order to perform his duties at his discretion and according to the existing conditions and situations. Control from temporal, organizational and quantitative dimensions may be done in permanent or intermittent, centralized or decentralized, quantitative or qualitative forms, respectively. In addition, according to who can be the person doing the control, the control takes the following forms:
1- Forward control.
2- screening controls or “yes, no” control.
3- Post-operative controls.

Duties of human resource management

By looking at organizational systems again, we find that humans are actually the most important factor in achieving organizational goals because other resources entering the organization will not be able to realize organizational goals by themselves.
A time system where production managers try to improve the quality and quantity of production, industrial managers try to improve systems and methods, financial affairs managers try to prepare capital and use it optimally, and human resource managers try to provide plans to harmonize the goals of the organization. . They have human resources and the provision of organizational goals.

The concept of human resource management

Human resource management is a special specialty that tries to make policies, plan and operate in order to obtain employee satisfaction and achieve organizational goals.
The success of any organization depends on the effective combination of capital, materials, work tools and human resources, in a way that the achievement of short, medium and long-term goals is guaranteed. Due to the complexity of today’s organizations, special specializations have been created to manage organizational affairs. financial affairs management which works towards the optimal use of capital, production management which strives towards the effective use and proper design of production machines and tools, and finally human resource management which is planning, organizing, guiding, leading and He is responsible for supervising all recruitment operations as well as training and improvement, maintenance, evaluation, communication, creation of work incentives and especially human resource planning with the cooperation and consultation of other managers of the organization.
Human resource managers are not only responsible for the human resources of an organization, but on the other hand, they are also responsible for the high-level managers of the organization. They are responsible for reflecting the needs and demands of the high-level managers of the organization to the human forces and the needs and demands of the employees to the high-level managers of the organization and in fact fill the gaps between the two. Therefore, personnel managers must find a common language with all organizational strata and strengthen human relations within the organization.

Objectives of human resource management

The goal of human resource management is to increase the efficiency of human resources in the organization. This goal can be a guide for studying and applying the principles and basics of human resource management. Human resource management studies can answer the basic question of what human resource managers do and what they should do. However, increasing the efficiency of human resources in the organization is of particular importance. Of such importance that even small organizations are trying to create a unit under the title of administrative affairs management to increase the efficiency of their employees. Of course, it should be noted that in practice, human resource managers define and follow goals according to internal and external organizational conditions. These specified goals can be a good guide for various activities of human resource managers in the organization. Managers who, for some reason, cannot specify and codify the aforementioned goals will cause serious damage to the organization and management. Generally, there are four objectives as follows for human resource management.

1- The social goal
, which consists of feeling responsible for the needs of the society and creating credibility for the organization and its employees in the society.
2- The goal of the organization
is to feel responsible for the organizational goals and make maximum use of the expertise and commitment of human resources to achieve the goals of the organization and management.
3- The purpose of the task
is to feel responsible for the duties and responsibilities assigned to the organization’s administrative affairs unit.
4- Dedicated goal
, which means feeling responsible for the personal goals of the employees working in the organization, because human forces enter and work in the organization with hopes and dreams of meeting and meeting their needs and achieving their personal goals. Therefore, the achievement of employees’ goals should be guaranteed through work and activities by personnel managers. Otherwise, they will be indifferent to the management organization and organizational goals.
The duties and responsibilities of human resources management
The duties and responsibilities of human resources management are divided into two parts as follows:
a) General duties and responsibilities which include:
1- Planning
2- Organization
3- Leadership guidance
4- Monitoring and control
b) specific duties and responsibilities which are:
1- recruitment and selection
2- training and development of human resources
4- design of salary systems
5- recognition of talents, interests, motivations and personality of human forces through communication Human
6- Carrying out measures related to the physical and mental maintenance of human resources
7- Carrying out measures related to interactions and personnel transfers
8- Carrying out measures related to discipline and handling complaints
9- Evaluating the competence of employees
10- Planning Human resources
11- Carrying out actions related to disability, retirement and getting pension employees, the
general duties of personnel managers, i.e. planning, organizing, directing and monitoring and controlling, are actually the same four types of duties of all managers at different levels of the organization that human resource managers also have There are no exceptions to this general rule.

Sample questions on the principles of supervision

1- What is an organization?

It is a set of units or people or behaviors that are placed together to achieve a goal.

2- What is organization?

In the organization, the duties, powers, and responsibilities of the units and positions are specified, and the way of coordination and communication between them is determined or specified.

3- Organization design depends on what factors?

1- Identifying the division and categorization of tasks 2- Organizing material and human resources in a meaningful structure 3- Defining responsibilities and delegating authority

4- Name the principles of management?

1- Planning 2- Organizing 3- Directing 4- Controlling

5- What is planning? Planning is choosing a suitable way from among different options for the organization to reach a specific goal

6-Write down the planning goals? 1- Increasing the probability of achieving the goal by adjusting activities 2- Strengthening the cost-effectiveness of operations 3- Focusing on the mission and preventing change 4- Preparing a tool for control

7-Write the planning process? 1- Including determining the mission of the organization, 2- Specifying goals, 3- Creating plans

8- What are the points of correct and effective planning? 1- Respecting time 2- Understanding communication 3- Collaboration 4- Creating a suitable atmosphere

9- What is organization? It is a group consisting of two or more people who work together in an environment with a certain and predetermined structure to achieve group goals.

10- What is the organizing process? Organization is a continuous management process in which the use of all available resources in the management system is regularly determined

11- What does guidance include? In organizations, in order to achieve organizational goals, managers must advance the organization to achieve perfection based on the principles of planning and organization in the following ways: a: motivation b: leadership c: communication

12- What is guidance? It is the proper communication and interaction between the human components of the organization in order to carry out planned targeted activities

13- Define motivation? Motivation means the reason for the behavior, which is an inner state that makes a person to perform a series of activities (the reason for the behavior).

14- What is leadership and how can it be obtained? The process of influencing two or more people who act according to the leader’s wishes is called leadership and is obtained in the following ways:

a) through legal position or position

b) The power of punishment

c) The power of encouragement

d) The power of expertise

e) Power of reference

15- What is communication? It is the process by which people try to get the meaning through the signs of the message. It is an effective communication that conveys the message correctly from the source to the destination.

16- Why is effective communication necessary for managers? 1- Communication is a process by which the tasks of planning, organizing, directing, leading and controlling management are performed. 2- Communication is an activity that managers use to coordinate and adjust their time.

17- What is control? Measuring the performance based on the plan is one of the important tasks of management. By performing this task, the manager is able to prevent deviations from the plan and is able to take corrective measures within the framework of plans and goals.

18- Write the features and principles of scientific management? According to Taylor, scientific management with an emphasis on operational level management has many characteristics, which are briefly mentioned as follows: 1- Science instead of pure experience 2- Coordination instead of differentiation 3- Group cooperation instead of individual cooperation 4- Maximum production instead of limited production

19- Adherents of administrative management define management as the process of coordinating group efforts towards group goals and follow them in order to explain management according to the duties or functions of managers at different levels of the organization. The head of this center is Art Fayol.

20- Write the principles of Fayol’s management? 1- Division of work 2- Authority 3- Work discipline 4- Unity of command and unity of direction 5- Priority of public interests over essential interests 6- Hierarchy

21- Characteristics of bureaucracy management? It is a system that was created with the initiative of the rules and regulations of the hierarchy of division of work and methods.

22- Indicators of bureaucracy management? 1- Laws and regulations 2- Impersonality 3- Division of work 4- Lifetime commitment

23- What is behavioral management? The behavioral approach in management is related to those who have developed the fundamental thinking of the behavioral school, which means that because the manager does the work with the manager by others, therefore management is actually the application of behavioral science and the manager must know how to motivate people to work. Lead them and fully understand the mutual relations of people and group behavior.

24- What is the system? A system is a set of components that form a whole unit by mutual connection.

25- Conditional attitude? It is called a situational approach, which means that there is no one management model for all situations as the best way. The manager’s task is to determine what method is necessary in a particular situation to achieve the goals of management.

26- theory z? An attitude that combines commitment to lifelong employment with individual responsibility and collaborative decision-making.

27- What are the duties of the queue? by example? The tasks of a queue in an organization are the tasks that directly play a decisive role in meeting the goals of that organization. For example, in industrial organizations, the units related to production and sales, which are directly related to the organization’s goal of providing goods to the market and obtaining benefits, are called queue units.

28- Write down the duties of the headquarters? The duties of the headquarters in an organization are the duties that indirectly contribute to the achievement of the organization’s goals, therefore, in an organization, recruitment planning units and its representatives are considered as a part of the headquarters units.

29- What are the reasons for differences between line and headquarters units in an organization? 1- The lack of clear and clear limits for the duties of each of the line and headquarters managers 2- Managers are not aware of each other’s duties 3- The many powers of the line units which makes them resist the plans presented by the headquarters for change 4- Attestation of rank and staff responsibilities by people without sufficient qualifications

30- What is decision-making and what are its principles? It means choosing one way from among different ways, and in fact, choosing the best way to achieve goals is the basis of creative decision making.

31- Define and write the scope of supervision, what factors does it depend on? The field of supervision, which is known as the field of management, consists of a number of people who report directly to a manager, and a manager directly manages and coordinates them, and depends on the following factors. 1- Complexity of work 2- Standardization of work 3- Location of employees 4- Skill level 5- Personal priorities

32- What principles is unity of command based on? On unity of command and hierarchy

33- What is unity of command? It means that each person should have only one boss. Hierarchy states that a clear and uninterrupted chain of command must link everyone in the organization with indicated supervisors from the highest to the lowest level.