Introduction

Apparel Industry Management 3(3+0)

Lesson 8 : Apparel Industry Management

Introduction

In principle, management must be concerned with humans needs, whether in the supply of good or services to human beings, for which purpose an undertaking comes into being, or in the production of goods and the procurement of services that are provided by human beings. To achieve such a supply and such employment, which are the primary objectives of management, there must be a policy that in its turn postulates men to formulate the policy. These men, the management, must base their policy on ascertained requirements and determine ways of meeting these requirements effectively and economically.

Management is essentially a living thing conducted by living beings, and to be effective it must create the conditions in which human beings can succeed. For this reason, although systems are necessary, management must not rely exclusively on sterile/ impersonal methods'. Furthermore, it must be tightly knit and have unity of purpose and, in its approach to its functions, it must be systematic and analytical

It should, therefore, rely on a logical sequence of thought built upon diagnosis of the problem, followed by fact-finding and an interpretation of the facts. This, in turn, leads to the formulation of decisions, followed by instructions, and finally to a checking of the results. The criterion of success, which is the achievement of the purpose, is the effectiveness of the operation measured in terms of profit and the well-being and contentment of all connected with the undertaking.

To state the principles formally, therefore, there must be planning in relation to purchasing, production, marketing and sales, finance, and personnel; there must be control to ensure that the objectives are being effectively pursued; there must be co-ordination of the activities and effective communication to achieve, by administration, the Optimum results and, finally, motivation to ensure that all the human beings engaged in an undertaking are interested in the success of the enterprise.

Each stratum of management in the larger organization has its special responsibilities, whereas in the smaller organization these must be arranged as groups of responsibilities for the limited nucleus of executives employed. In the larger organization, the duties of the top management are to formulate a policy that will ensure both profit and good working relations, to create the conditions in which employees can be expected to succeed and to delegate power to those who can act and through whom it can expect to control operations and measure performance.

The duties of the intermediate management are to disseminate policy information to junior management, to fulfill all control functions in relation to production, selling, and design, and to ensure and measure the effectiveness of all operations, whether in human or machine terms. Junior management is mainly concerned either with the operation itself, particularly in the case of administration, or with the issuing of direct instructions to the workers or junior staff and the supervision and immediate control of the operation. Each part of an organization has its own special problems, and for each the approach to its functions is somewhat different.

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