Bid G:ort the management processes of planning, organizing: ale exact nature and score of these fictions are discussed
caref.i11y anaJysed, ai-d a p!anned procedurt pr svsteitn of perfiorrrd . ' phase of Ivork has h: be set up ;ttoreover. the routine step i epcrfo n3i3g eaclPpiia.se of ork atcordihg to:tiie planr.ed procei3 rn t r hive also:to be detcrrnirlctt along iifi tbe forniture. equipment Lain':!; forrns etc.: reqt3ired forc:irrying oittlleserootiue steps. Oiie of thc irra .. fintctions.of the off-e is to plall ancL:set i!p suitable svstems and n. itines f eadt or,ajor pbase of oLice wo k. . :
cf Desigtling intl puhnse of orfce fo3is aod st;ith3ncr. liorkbeing njt say paper ork. adequat_stpy'of ortl.ce stationer of s-.:.. b:e qilDli- aOId of sui e sstematiEand speedvpo ie:iOOO;ce wor, rS bf standardized for;r and stationery siiiphties oft'iee operations, mcreases t ntprit of work ..r. t reduces cos! ot olFIcc Ul ma<g'eTnellt it is the fnc on qf t!le offlce to lool; a.' er ihe sanihrdisiano: i:UCII; ace stationerS an*s distibiltion to diffe,.-ent departrlentslSirnila-.l$,tlie o the n?lciaaaDni andardisa.ion. p'roductioil ant, C,Ctrni nf fwiris.
) Sekctien a.ad'prrhase of erp office furniturc. entiipnent and acbincs. The efficien anG econoniicai, pefiorrrance of tifice work, als req = _ =, _ iines, etc. for the differeit departments. Tt 1S tirfimelion olffic arraDgpfr :Fhe celcctionand purcha.se of therghttpeofiurnitdre equipnncr and inachines in rigtit quatitities: so ihat offrce work according
systeru and toutine c.in.Se carried on uluntern;ptedl T3 onk after the,properassignirnenfiiture et nipment and hachines ;c the departDents alid emplnv;s fn erlsure thei3 fitllcst ildiis tton, as n-ell ., s arran,gfpr their mainterAnt e,'ser cmg and replacenent according tc necl
(e) Sclecfion, trairlinij, phcemcnt anti rFnuneration-o'personne .Efhcient and econonric pcrfer.nance.of oiTicellork dPp'eilds to a great e-iter 'on the propcr seicction a;id nianagenient of tht o ffice petsonnel One of t;. ,DaJor functions of a rhodern olce is to arralge for th¢ selection nd rtn ment of de Tig,l:thld of stff. their trainin and placement inpositie where they vvll ne most effecnv.e; their discipline and encouragement thro
PeimtncFation, promotion aind other incentives and suitable amemties for -E phc.if ad moral Ivell-beDi'g. Tt alsp inei.uaes sttps ior retainigtheirrint md ilty in the orgamsaiion and namtellance of harniorious relation r ingthem5elves.
Ans. Departmcntation in erp office. When r.ature and s_ increases it is not possible to run effectively the erp office as one umn r -: then has to be divided in departments end sub-departments for e t. = and smoothly running the orgariisahonHFlris necessitates the departme .--
Departmeutation refers to division and sub-diN Lion of differert ffiri of the off ce into different parts by grouping and sub-grouping the acti s according to their nature sr that one tape of work may be performed bN - group of workers and authorities. This is result of specialised wor ak
Tvping cell. accounts department purchase department so department etc. are Ihe result of departmentation
controllerofa manager is in fact the most important reason which necessitates the deparGneirtation.
2. Specialisation. Speciahsation is another but importailt reason. of departmentalization. This also fonns the basis. Specialisation is deciddd
e work s distributed among the workers according to their skill. kit mvFd --- en
oDilitv The need of fixing the rcsponsibi.itv is againafactorofdepartmentalisation Whenthe-wQrk_sdivl d supervision i en ablishedo trot sdefned oDviouslynsu_ca es it isea.s topnpGnt the fault an= -e.spQ r llist£Jrd demons. Fhe depattineDtahsation facilitates such a fixation;
RELATION OF erp office WiTH OTHER DEPARTMENTS
If the activities of the enterprise have been: divided into various departments on tile basis of functions it impasse ltial that various drunen+5 should work m coordntahorwltll each other Establislmlent of differed em costs a-. d mdependence in ouerahGns y et for mqir.tain;;;U i --hn the acerbities o
derenEnments. timbre rs jr _ the of hmc. manager nut Qtti; supervises the erp office work but cowards s the activih perfonned by different departiiic.iis alsG.,Many a thee common facilities lilt of typing cat EffiuiemiF fi.ntdiirg. etc.. to all the deparnnc -i. arts provided by the ventral erp office. Talc it. nt Al of cc maintains and keens records relating to the ente1pnse any depar Tent e£dingniier rer£ to ask tlie central erp office for them.