project mgmt with the best friend in the world cup is the first time I was in the yard. Andrew was in the yard and I was in the yard and I was in the yard and I

project mgmt with the best friend in the world cup is the first time I was in the yard. Andrew was in the yard and I was in the yard and I was in the yard and I

1. Project cycle As noted above, project cycle management is a methodology for managing projects. It provides structure to the process, but it also includes consulting  stakeholders  and providing them with relevant information throughout the life cycle of the project. This helps to inform the best possible decisions. The cycle of management operations within project cycle management is broken up into five phases: Programming Identification Formulation Implementation Evaluation & Audit This cycle highlights decision-making criteria and procedures, which are defined at each specific phase. The phases themselves are progressive (each needing completion before moving on to the next), and new projects are informed by the results of the final phase: evaluation and audit.

2. Formulation Implementation Evaluation & Audit This cycle highlights decision-making criteria and procedures, which are defined at each specific phase. The phases themselves are progressive (each needing completion before moving on to the next), and new projects are informed by the results of the final phase: evaluation and audit.

3. Programming The programming phase is when the negotiations take place, which leads to an agreed process documented in an indicative program. The process is meant to identify the main objective of the project and what its priorities are, which creates a relevant and feasible framework for the project. Past projects are researched to provide precedent and direction for future ones. This process is usually multi-annual and not directly relevant to an individual project, though it’s important for each project to be aware of high-level strategy .

4. Identification The identification phase analyzes the relevance of the project ideas. This includes the stakeholders and target group of the project. It analyzes potential problems these parties might have and what options there are to address and resolve them. During this phase many studies are carried out to help identify these ideas and define what actions should take place. All of this will be then collected in a project identification report, which explains the reasons behind the decisions made. This phase is directly relevant to the project, as the project’s structure will be determined at this point

5. Formulation The formulation phase, with the identification phase, is the financing decision-making part of the project cycle management process. During this phase a quality assessment of the financing proposal is undertaken. Any changes that are recommended to that draft are then applied to the financial proposal, which is either approved or rejected by the competent authority. If the project is approved, next comes the preparation, negotiation and signing of a financial agreement, which includes the necessary technical and administrative provisions to start the project. .

6. Implementation Now that the project has been planned and financed, it’s time to implement it. This can be a long process, sometimes years, depending on the project, and includes three periods: the start-up period, the main implementation period and the closure period. Throughout the implementation there can be re-planning as schedules and budgets are reviewed, refined and updated. Monitoring and  reporting  also occur during this phase, establishing controls to make sure that the project remains on track. Reports are now generated to provide data on the project’s progress.

7. Evaluation & Audit During this phase the project is assessed in a systematic and objective fashion to determine if objectives were reached as planned. Evaluations can be started as early as the implementation phase, and as well as at the end of the project. Evaluation can also take place even years afterwards, to assess the impact over time. Evaluation should follow these five criteria: relevance, impact, efficiency, effectiveness and sustainability.

8. Management Definition : Management can be defined as the  process of administering and controlling the affairs of the  organization , irrespective of its nature, type, structure and size. It is an act of creating and maintaining such a  business environment  wherein the members of the organization can work together, and achieve business objectives efficiently and effectively. Management acts as a guide to a group of people working in the organization and coordinating their efforts, towards the attainment of the common objective. In other words, it is concerned with  optimally using 5M’s , i.e. men, machine, material, money and methods  and, this is possible only when there proper direction, coordination and integration of the processes and activities, to achieve the desired results. Characteristics of Management                                                                                                                                                                Universal : All the organizations, whether it is profit-making or not, they require management, for managing their activities. Hence it is universal in nature. Goal-Oriented : Every organization is set up with a predetermined objective and management helps in reaching those goals timely, and smoothly. Continuous Process : It is an ongoing process which tends to persist as long as the organization exists. It is required in every sphere of the organization whether it is production, human resource, finance or marketing. Multi-dimensional : Management is not confined to the administration of people only, but it also manages work, processes and operations, which makes it a multi-disciplinary activity. Group activity : An organization consists of various members who have different needs, expectations and beliefs. Every person joins the organization with a different motive, but after becoming a part of the organization they work for achieving the same goal. It requires supervision, teamwork and coordination, and in this way, management comes into the picture. Dynamic function : An organization exists in a business environment that has various factors like social, political, legal, technological and economic. A slight change in any of these factors will affect the organization’s growth and performance. So, to overcome these changes management formulates strategies and implements them. Intangible force : Management can neither be seen nor touched but one can feel its existence, in the way the organization functions. Precisely, all the functions, activities and processes of the organization are interconnected to one another. And it is the task of the management to bring them together in such a way that they help in reaching the intended result. Levels of Management                                                                                                                                                                Top-Level Management : This is the highest level in the organizational hierarchy, which includes  Board of Directors and Chief Executives . They are responsible for defining the objectives, formulating plans, strategies and policies. Middle-Level Management : It is the second and most important level in the corporate ladder, as it creates a link between the top and lower-level management. It includes  departmental and division heads and managers  who are responsible for implementing and controlling plans and strategies which are formulated by the top executives. Lower Level Management : Otherwise called as functional or operational level management. It includes  first-line managers, foreman, supervisors . As lower-level management directly interacts with the workers, it plays a crucial role in the organization because it helps in reducing wastage and idle time of the workers, improving the quality and quantity of output. The three management levels form the management hierarchy, that represents the position and rank of executives and managers in the chart. Functions of Management

9. principles of management a  basic   idea  or  rule or truth  that  explains  or  controls  how something  happens  or  works : if you  agree  with or  believe  something in principle, you  agree  with the  idea  in  general ,  although  you might not  agree  with all the  details  or  support  it in every  situation :

10. The fourteen principles of management created by Henri Fayol are explained below. 1. Division of Work- Henri believed that segregating work in the workforce amongst the worker will enhance the quality of the product. Similarly, he also concluded that the division of work improves the productivity, efficiency, accuracy and speed of the workers. This principle is appropriate for both the managerial as well as a technical work level. 2. Authority and Responsibility- These are the two key aspects of management. Authority facilitates the management to work efficiently, and responsibility makes them responsible for the work done under their guidance or leadership. 3. Discipline- Without discipline, nothing can be accomplished. It is the core value for any project or any management. Good performance and sensible interrelation make the management job easy and comprehensive. Employees good behaviour also helps them smoothly build and progress in their professional careers. 4. Unity of Command- This means an employee should have only one boss and follow his command. If an employee has to follow more than one boss, there begins a conflict of interest and can create confusion. 5. Unity of Direction- Whoever is engaged in the same activity should have a unified goal. This means all the person working in a company should have one goal and motive which will make the work easier and achieve the set goal easily. 6. Subordination of Individual Interest- This indicates a company should work unitedly towards the interest of a company rather than personal interest. Be subordinate to the purposes of an organization. This refers to the whole chain of command in a company. 7. Remuneration- This plays an important role in motivating the workers of a company. Remuneration can be monetary or non-monetary. However, it should be according to an individual’s efforts they have made. 8. Centralization- In any company, the management or any authority responsible for the decision-making process should be neutral. However, this depends on the size of an organization. Henri Fayol stressed on the point that there should be a balance between the hierarchy and division of power. 9. Scalar Chain- Fayol on this principle highlights that the hierarchy steps should be from the top to the lowest. This is necessary so that every employee knows their immediate senior also they should be able to contact any, if needed. 10. Order- A company should maintain a well-defined work order to have a favourable work culture. The positive atmosphere in the workplace will boost more positive productivity. 11. Equity- All employees should be treated equally and respectfully. It’s the responsibility of a manager that no employees face discrimination. 12. Stability- An employee delivers the best if they feel secure in their job. It is the duty of the management to offer job security to their employees. 13. Initiative- The management should support and encourage the employees to take initiatives in an organization. It will help them to increase their interest and make then worth. 14. Esprit de Corps- It is the responsibility of the management to motivate their employees and be supportive of each other regularly. Developing trust and mutual understanding will lead to a positive outcome and work environment. This 14 principles of management are used to manage an organization and are beneficial for prediction, planning, decision-making, organization and process management, control and coordination .

11. Funcion of management Management has been described as a social process involving responsibility for economical and effective planning & regulation of operation of an enterprise in the fulfillment of given purposes. It is a dynamic process consisting of various elements and activities. These activities are different from operative functions like marketing, finance, purchase etc. Rather these activities are common to each and every manger irrespective of his level or status . Luther Gullick has given a keyword ’ POSDCORB ’ where P stands for Planning, O for Organizing, S for Staffing, D for Directing, Co for Co-ordination, R for reporting & B for Budgeting. But the most widely accepted are functions of management given by KOONTZ and O’DONNEL i.e.  Planning ,  Organizing ,  Staffing ,  Directing  and  Controlling .

12. Planning It is the basic function of management. It deals with chalking out a future course of action & deciding in advance the most appropriate course of actions for achievement of pre-determined goals. According to KOONTZ, “Planning is deciding in advance - what to do, when to do & how to do. It bridges the gap from where we are & where we want to be”. A plan is a future course of actions. It is an exercise in problem solving & decision making. Planning is determination of courses of action to achieve desired goals. Thus, planning is a systematic thinking about ways & means for accomplishment of pre-determined goals. Planning is necessary to ensure proper utilization of human & non-human resources. It is all pervasive, it is an intellectual activity and it also helps in avoiding confusion, uncertainties, risks, wastages etc.

13. Organizing It is the process of bringing together physical, financial and human resources and developing productive relationship amongst them for achievement of organizational goals. According to Henry Fayol , “To organize a business is to provide it with everything useful or its functioning i.e. raw material, tools, capital and personnel’s”. To organize a business involves determining & providing human and non-human resources to the organizational structure. Organizing as a process involves: Identification of activities. Classification of grouping of activities. Assignment of duties. Delegation of authority and creation of responsibility. Coordinating authority and responsibility relationships.

14. Staffing It is the function of manning the organization structure and keeping it manned. Staffing has assumed greater importance in the recent years due to advancement of technology, increase in size of business, complexity of human behavior etc. The main purpose o staffing is to put right man on right job i.e. square pegs in square holes and round pegs in round holes. According to Kootz & O’Donell , “Managerial function of staffing involves manning the organization structure through proper and effective selection, appraisal & development of personnel to fill the roles designed un the structure”. Staffing involves: Manpower Planning  (estimating man power in terms of searching, choose the person and giving the right place). Recruitment, Selection & Placement. Training & Development . Remuneration . Performance Appraisal . Promotions & Transfer.

15. Directing It is that part of managerial function which actuates the organizational methods to work efficiently for achievement of organizational purposes. It is considered life-spark of the enterprise which sets it in motion the action of people because planning, organizing and staffing are the mere preparations for doing the work. Direction is that inert-personnel aspect of management which deals directly with influencing, guiding, supervising, motivating sub-ordinate for the achievement of organizational goals. Direction has following elements: Supervision Motivation Leadership Communication

16. Supervision-  implies overseeing the work of subordinates by their superiors. It is the act of watching & directing work & workers. Motivation-  means inspiring, stimulating or encouraging the sub-ordinates with zeal to work. Positive, negative, monetary, non-monetary incentives may be used for this purpose. Leadership-  may be defined as a process by which manager guides and influences the work of subordinates in desired direction. Communications-  is the process of passing information, experience, opinion etc from one person to another. It is a bridge of understanding.

17. Controlling It implies measurement of accomplishment against the standards and correction of deviation if any to ensure achievement of organizational goals. The purpose of controlling is to ensure that everything occurs in conformities with the standards. An efficient system of control helps to predict deviations before they actually occur. According to  Theo Haimann , “Controlling is the process of checking whether or not proper progress is being made towards the objectives and goals and acting if necessary, to correct any deviation”. According to Koontz & O’Donell “Controlling is the measurement & correction of performance activities of subordinates in order to make sure that the enterprise objectives and plans desired to obtain them as being accomplished”. Therefore controlling has following steps: Establishment of standard performance. Measurement of actual performance. Comparison of actual performance with the standards and finding out deviation if any. Corrective action.

18. Role of manager in organization Interpersonal Roles: A manager has to perform some duties as a figurehead. He may receive the guests from outside or preside over a social function of employees. He may have to sign some legal documents as head of the organization. These are the roles played as figurehead. He has also to act as leader when he has to sort out the activities of subordinates. He has not only to motivate the employees but is also involved in hiring, firing and discipline employees. The third role in interpersonal roles is of liaison officer. He has to contract outside agencies for collecting business related information. The outside information providers may be individuals or groups.

19. Informational Roles: All managers are required to perform informational roles. They have to collect information from organizations and institutions outside their own. Managers also play the role of disseminators when they supply information to subordinates in the organization. This information is factual as well as with interpretations for the benefit of users. A manager acts as a spokesperson when he represents the organization to outsiders.

20. Decisional Roles: According to Mintzberg , a manager performs four decisional roles. He initiates and oversees new projects for the improvement of organizational performance, this is the entrepreneurial role played by him. As disturbance handler, manager takes corrective actions in response to previously unforeseen problems. He also acts as resource allocation when he assigns and monitors the allocation of human, physical, and monetary resources. He acts as a negotiator when he discusses and bargains with other groups to gain advantage for his own unit.

21. Environment and Managers Roles: The word environment is a collectivity of all factors within the control of business and beyond the control of the individual business. Environment is a macro concept and a business unit is a macro business. A business operates within the given environmental factors. The environment may be external as well internal.

22. concept of leadership Leadership is the ability to continuously influence a team of individuals and encompasses many important traits. While management is the overall direction and oversight of the work activities of a team, leadership focuses on the ongoing motivation, engagement and productivity of a team. Whether you're taking on a leadership role for a complex project or you're advancing in your career, leadership concepts are effective tools to use as a way to develop your strengths in your position. In this article, we'll explore what leadership concepts are, the differences between concepts and theory, types of leadership concepts and some examples of leadership concepts that provide insight into how to apply these traits in the workplace.

23. characteristics of leader Integrity The importance of integrity should be obvious. Though it may not necessarily be a metric in employee evaluations, integrity is essential for the individual and the organization. It’s especially important for top-level executives who are charting the organization’s course and making countless other significant decisions. Our research shows that integrity may actually be a potential blind spot for organizations. Make sure your organization reinforces the importance of integrity to leaders at various levels. Ability to Delegate Delegating is one of the core responsibilities of a leader, but it can be tricky to delegate effectively. The goal isn’t just to free yourself up — it’s also to enable your direct reports, facilitate teamwork, provide autonomy, lead to better decision-making, and help your direct reports grow. In order to delegate well, you also need to build trust with your team.

24. Learning Agility Learning agility is the ability to know what to do when you don’t know what to do. If you’re a “quick study” or are able to excel in unfamiliar circumstances, you might already be learning agile. But anybody can foster learning agility through practice, experience, and effort. Explore  how great leaders are great learners, with strong learning agility  to get started. Influence For some people, “influence” feels like a dirty word. But being able to convince people through logical, emotional, or cooperative appeals is a component of being an inspiring, effective leader. Influence is quite different from manipulation, and it needs to be done authentically and transparently. It requires emotional intelligence and trust. Learn more about how  effective influencing can be a game-changer .

25. concept of motivation The term motivation is derived from the word ‘motive”. The word ‘motive’ as a noun means an objective, as a verb this word means moving into action. Therefore, motives are forces which induce people to act in a way, so as to ensure the fulfilment of a particular human need at a time. Behind every human action there is a motive. Therefore, management must provide motives to people to make them work for the organization . “Motivation means a process of stimulating people to action to accomplish desired goods.” —William G. Scott “Motivation is the process of attempting to influence others to do your will through the possibility of gain or reward.” — Flippo Motivation is, in fact, pressing the right button to get the desired human behaviour.

26. feature of motivation 1. Motivation is internal feeling 2. it is need base 3. continuous process 4. positive and Negative Importance of motivation 1. High Efficiency : 2 facilitates change Better human relation 4 Increase productivity 5 Growth and diversification

27. reduced absenteeism proper utilization of resources. Improve quality increase goodwill

28. Maslow need hierarchy theory 1. Physiological Needs: These needs are of the lowest-order and most basic needs of human beings. These involve satisfying fundamental biological drives, such as the need for food, air, water, cloth, and shelter generally expressed in the names of roti, kapada aur makan . These needs exert tremendous influence on human behaviour . Entrepreneur also being a human being has to meet his physiological needs for survival. Hence, he / she is motivated to work in the enterprise to have economic rewards to meet his / her basic needs. 2. Safety and Security Needs: The second level of need in Maslow’s hierarchy is emerged once physiological needs are met. Safety needs involve the need for a secure environment, free from threats of physical and psychological harm. These needs find expression in such desires as economic security and protection from physical dangers. Meeting these needs requires more money and, hence, the entrepreneur is prompted to work more in his/ her entrepreneurial pursuit. Like physical needs, these become inactive once they are also satisfied. 3. Social Needs: Man is social animal. These needs, therefore, refer to belongingness or affiliation. All individuals want to be recognized and accepted by others. Likewise, an entrepreneur is motivated to interact with fellow entrepreneurs, his employees, and others. 4. Esteem Needs: These needs refer to self-esteem and self-respect. These include such needs that indicate self-confidence, achievement, competence, knowledge, and independence. In case of entrepreneurs, the ownership and self- control over enterprise satisfies their esteem needs by providing them status, respect, reputation, and independence. 5. Self-Actualization: The final step under the need hierarchy model is the need for self-actualization. This refers to self- fulfillment. The term ‘self- actualization’ was coined by Kurt Goldstein and means to become actualized in what one is potentially good. An entrepreneur may achieve self-actualization in being a successful entrepreneur. In Maslow’s above need hierarchy theory, human needs are arranged in a lowest to the highest order. The second need does not dominate unless the first is reasonably satisfied and the third need does not dominate until the first two needs have been reasonably satisfied. This process goes on till the last need. This is because man is never satisfied. If one need is satisfied, another need arises. Once a need is satisfied, it ceases to be a motivating factor. For entrepreneurs, it is mainly social, esteem, and self-actualization needs which motivate them to work more and more for satisfying them.

29. Hertzberg two factor theory Pay - The pay or salary structure should be appropriate and reasonable. It must be equal and competitive to those in the same industry in the same domain. Company Policies and administrative policies - The company policies should not be too rigid. They should be fair and clear. It should include flexible working hours, dress code, breaks, vacation, etc. Fringe benefits - The employees should be offered health care plans ( mediclaim ), benefits for the family members, employee help programmes, etc. Physical Working conditions - The working conditions should be safe, clean and hygienic. The work equipments should be updated and well-maintained. Status - The employees’ status within the organization should be familiar and retained. Interpersonal relations - The relationship of the employees with his peers, superiors and subordinates should be appropriate and acceptable. There should be no conflict or humiliation element present. Job Security - The organization must provide job security to the employees. Herzberg classified these job factors into two categories- Hygiene factors-  Hygiene factors are those job factors which are essential for existence of motivation at workplace. These do not lead to positive satisfaction for long-term. But if these factors are absent / if these factors are non-existant at workplace, then they lead to dissatisfaction. In other words, hygiene factors are those factors which when adequate/reasonable in a job, pacify the employees and do not make them dissatisfied. These factors are extrinsic to work. Hygiene factors are also called as  dissatisfiers or maintenance factors  as they are required to avoid dissatisfaction. These factors describe the job environment/scenario. The hygiene factors symbolized the physiological needs which the individuals wanted and expected to be fulfilled. Hygiene factors include:

30. Motivational factors-  According to Herzberg, the hygiene factors cannot be regarded as motivators. The motivational factors yield positive satisfaction. These factors are inherent to work. These factors motivate the employees for a superior performance. These factors are called satisfiers. These are factors involved in performing the job. Employees find these factors intrinsically rewarding. The motivators symbolized the psychological needs that were perceived as an additional benefit. Motivational factors include: Recognition - The employees should be praised and recognized for their accomplishments by the managers. Sense of achievement - The employees must have a sense of achievement. This depends on the job. There must be a fruit of some sort in the job. Growth and promotional opportunities - There must be growth and advancement opportunities in an organization to motivate the employees to perform well. Responsibility - The employees must hold themselves responsible for the work. The managers should give them ownership of the work. They should minimize control but retain accountability. Meaningfulness of the work - The work itself should be meaningful, interesting and challenging for the employee to perform and to get motivated.

31. Survey Project and management identification of need first of need of surveying should be identified, on which purpose surveying is going on. Surveying for road project, bridge, large building where is essential should be confirmed. Surveying  or  land surveying  is the technique, profession, art, and science of determining the terrestrial or three-dimensional positions of points and the distances and angles between them. A land surveying professional is called a  land surveyor . These points are usually on the surface of the Earth, and they are often used to establish maps and boundaries for  ownership , locations, such as the designed positions of structural components for construction or the surface location of subsurface features, or other purposes required by government or civil law, such as property sales. Surveyors work with elements of  geometry ,  trigonometry ,  regression analysis ,  physics , engineering,  metrology ,  programming languages , and the law. They use equipment, such as  total stations , robotic total stations,  theodolites ,  GNSS  receivers,  retroreflectors ,  3D scanners , LiDAR sensors, radios,  inclinometer , handheld tablets, optical and digital  levels , subsurface locators, drones,  GIS , and surveying software. To do make good project management above mention different process need to identify.

32. according to need of project management should manage . Human resorce Hardware of survey management : The main surveying instruments in use around the world are the  theodolite ,  measuring tape ,  total station ,  3D scanners ,  GPS / GNSS ,  level  and  rod . Most instruments screw onto a  tripod  when in use. Tape measures are often used for measurement of smaller distances. 3D scanners and various forms of aerial imagery are also used . The theodolite is an instrument for the measurement of angles. It uses two separate  circles ,  protractors  or  alidades  to measure angles in the horizontal and the vertical plane . The  total station  is a development of the theodolite with an electronic distance measurement device ( EDM ). A total station can be used for leveling when set to the horizontal plane. Since their introduction, total stations have shifted from optical-mechanical to fully electronic devices. [

33. Software of surveying not only hardware software also needed for surveying such as Land surveyors, construction professionals, and civil engineers using  total station ,  GPS , 3D scanners, and other collector data use Land Surveying Software to increase efficiency, accuracy, and productivity. Land Surveying Software is a staple of contemporary land surveying. [12] Typically, much if not all of the  drafting  and some of the  designing  for  plans  and  plats  of the surveyed property is done by the surveyor, and nearly everyone working in the area of drafting today (2021) utilizes  CAD  software and hardware both on PC, and more and more in newer generation data collectors in the field as well. [13]  Other computer platforms and tools commonly used today by surveyors are offered online by the  U.S. Federal Government  and other governments' survey agencies, such as the  National Geodetic Survey  and the  CORS  network, to get automated corrections and conversions for collected  GPS  data, and the data  coordinate systems  themselves.

34. feasibility study of surveying project surveying management team need to do feasibility study of particular project, such as irrigation cannel, road, tunnel, dry port, inland port, railway line etc. manpower time cost Technical instrument needed Legal provision of land surveying in nepal · the cost and availability of machinery · the availability of people who are skilled in · maintenance and repair · the availability and cost of spare parts and · the possibilities of local equipment fabrication . activity chart cost feasibility Start-up costs Operating costs Income and profit Financial planning

35. terms of reference of survey project The  Terms of Reference  (TOR) is a description of the technical work involved in a  project , or part of a  project . Specifically, it is used to specify the work required by an external consultant, contractor, or supplier. It is the technical part of the bidding documents. Terms of reference  ( TOR ) define the purpose and structures of a  project ,  committee ,  meeting ,  negotiation , or any similar collection of people who have agreed to work together to accomplish a shared goal. [1] [2] Terms of reference show how the object in question will be defined, developed, and verified. They should also provide a documented basis for making future decisions and for confirming or developing a common understanding of the scope among  stakeholders . In order to meet these criteria,  success factors /risks and constraints are fundamental. They define the: vision, objectives, scope and deliverables (i.e. what has to be achieved) stakeholders, roles and responsibilities (i.e. who will take part in it) resource, financial and quality plans (i.e. how it will be achieved) work breakdown structure  and schedule (i.e. when it will be achieved)

36. TOR is the legal and technical responsibility of surveying management Description of project. Time, objective of project Cost Quality of project all expectation of authority

37. content of TOR The development of  Project Terms of Reference  is required for making the decision on whether or not to allocate necessary funds to a proposed project. It is the result of the project proposal process, and TOR serves as the primary report of this process. TOR is usually required for: Pre-feasibility and feasibility analyses Appraisal activity Implementation contracts designing and monitoring Evaluation studies Reporting and audit Other advisory work required at any project stage Considering the listed items, the content of Project Terms of Reference should include business-critical information necessary for starting, implementing and monitoring project activities. Meanwhile, the exact content of TOR varies from project to project and significantly depends upon the scope of a proposed project.

38. A generic  content format  of Project Terms of Reference is suggested below: Project Background Project Objectives Issues to be explored and analyzed against certain criteria Implementation Methodology to be applied Expertise required Reporting requirements Work plan, including activity schedules Please note these are the  common sections  of a TOR template. They can be changed or omitted, depending on the scope of a particular project. The following below description of the TOR sections is general and provided as an overview for guidance purposes. It means a particular project will require a deeper analysis of the content to be included in a TOR template. When you plan for your project, you must first analyze and define the work that needs to be contracted out, and then proceed with the development of Project Terms of Reference.

39. Technical standard A  technical standard  is an established  norm  or  requirement  for a repeatable technical task. It is usually a formal document that establishes uniform engineering or technical criteria, methods, processes, and practices. In contrast, a custom,  convention , company product, corporate standard, and so forth that becomes generally accepted and dominant is often called a  de facto  standard . A technical standard may be developed privately or  unilaterally , for example by a corporation, regulatory body, military, etc. Standards can also be developed by groups such as  trade unions  and  trade associations .  Standards organizations  often have more diverse input and usually develop voluntary standards: these might become mandatory if adopted by a government (i.e., through  legislation ), business contract, etc.

40. A  standard  is a document approved through consensus by a recognized (standardization) body, that provides, for repeated and common use, rules, guidelines or characteristics for project or related processes and production methods, with which compliance is not mandatory. It may also include or deal exclusively with terminology, symbols, and packaging, marking or labelling requirements as they apply to a product, process or production method. A standard describes features of a project, process, service, interface, or material. Standards are embodied in several forms, such as definition of terms; specification of design and construction; detailing of procedures; or performance criteria against which a product, process, etc., can be measured. Product and process standards can have several specific functions. These functions include: Fostering commercial communication Diffusing or transferring technology Raising productive efficiency Ensuring physical and functional compatibility (product quality) Improving process management Enhancing public welfare Interchangeability and interoperability Safety, health and environmental protection Variety control Usability (fitness for purpose) Standardization provides a basis for technical/trade agreements and technical regulations.

41. A  technical regulation  is a Government document that lays down product characteristics or their related processes and production methods, including the applicable administrative provisions, with which compliance is mandatory. It may also include or deal exclusively with terminology, symbols, and packaging, marking or labelling requirements as they apply to a product, process or production method. No consensus is necessary for establishment of the regulation. The difference between a standard and a technical regulation lies in compliance. While conformity with standards is voluntary, technical regulations are by nature mandatory. They have different implications for international trade. If an imported product does not fulfil the requirements of a technical regulation, it will not be allowed to be put on sale. In case of standards, non-complying imported products will be allowed on the market, but then their market share may be affected if consumers' prefer products that meet local standards such as quality or colour standards for textiles and clothing.

42. technical specification A  specification  often refers to a set of documented requirements to be satisfied by a material, design, product, or service. [1]  A specification is often a type of  technical standard . There are different types of technical or engineering specifications (specs), and the term is used differently in different technical contexts. They often refer to particular documents, and/or particular information within them. The word  specification  is broadly defined as "to state explicitly or in detail" or "to be specific". A  requirement specification  is a documented  requirement , or set of documented requirements, to be satisfied by a given material, design, product, service, etc. [1]  It is a common early part of  engineering design  and  product development  processes in many fields. A  functional specification  is a kind of requirement specification, and may show functional block diagrams. [ citation needed ] A  design or product specification  describes the features of the  solutions  for the Requirement Specification, referring to either a designed solution  or  final produced solution. It is often used to guide fabrication/production. Sometimes the term  specification  is here used in connection with a  data sheet  (or  spec sheet ), which may be confusing. A data sheet describes the technical characteristics of an item or product, often published by a manufacturer to help people choose or use the products. A data sheet is not a technical specification in the sense of informing how to produce. An " in-service " or " maintained as "  specification , specifies the conditions of a system or object after years of operation, including the effects of wear and maintenance (configuration changes).

43. The primary types of technical standards are: A  standard  specification  is an explicit set of requirements for an item, material, component, system or service. It is often used to formalize the technical aspects of a procurement agreement or  contract . [2]  For example, there may be a specification for a turbine blade for a jet engine that defines the exact material and performance requirements. A  standard  test method  describes a definitive procedure that produces a test result. It may involve making a careful personal observation or conducting a highly technical measurement. For example, a  physical property  of a material is often affected by the precise method of testing: any reference to the property should therefore reference the test method used. A  standard practice  or procedure gives a set of instructions for performing operations or functions. For example, there are detailed  standard operating procedures  for operation of a nuclear power plant. [3] A  standard guide  is general information or options that do not require a specific course of action. A  standard  definition  is formally established terminology. Standard  units , in  physics  and  applied mathematics , are commonly accepted measurements of physical quantities.

44. Project planning Project planning is at the heart of the project life cycle, and tells everyone involved where you’re going and how you’re going to get there. The planning phase is when the project plans are documented, the project deliverables and requirements are defined, and the project schedule is created. It involves creating a set of plans to help guide your team through the implementation and closure phases of the project. The plans created during this phase will help you manage time, cost, quality, changes, risk, and related issues. They will also help you control staff and external suppliers to ensure that you deliver the project on time, within budget, and within schedule. The project planning phase is often the most challenging phase for a project manager, as you need to make an educated guess about the staff, resources, and equipment needed to complete your project. You may also need to plan your communications and procurement activities, as well as contract any third-party suppliers.

45. Scope planning – specifying the in-scope requirements for the project to facilitate creating the work breakdown structure Preparation of the work breakdown structure – spelling out the breakdown of the project into tasks and sub-tasks Project schedule development – listing the entire schedule of the activities and detailing their sequence of implementation Resource planning – indicating who will do what work, at which time, and if any special skills are needed to accomplish the project tasks Budget planning – specifying the budgeted cost to be incurred at the completion of the project Procurement planning – focusing on vendors outside your company and subcontracting Risk management – planning for possible risks and considering optional contingency plans and mitigation strategies Quality planning – assessing quality criteria to be used for the project Communication planning – designing the communication strategy with all project stakeholders

46. surveying tools, equipment and accessories Total Stations & Accessories Total Stations Robotic Total Stations Theodolites Data Collectors Prisms Tribrachs Tripods Pole Bipods & Tripods Prism Poles Accessories

47. Surveying Instruments GPS/ GNSS Surveying Automatic Levels Digital Auto Levels Abney Levels Hand Levels Levels and Transit-Levels Altimeters Pipe and Cable Locators Range Finders Magnetic Locators Aerial Mapping

48. Measuring Wheels Safety Equipment Field Books Field Supplies Surveying Rods Rod Bipods Compasses & Inclinometers Stream Gauges Accessories

49. Checking and adjustment of instrument It is the responsibility of the project team to follow operating instructions and to periodically check the accuracy all instruments such as total Station, Theodolite, and other all equipment. surveyor need to adjusted to the defined accuracy specification at the project. It is recommended to check the laser for accuracy upon receipt and periodically thereafter to ensure accuracy is maintained. If the tools requires adjustment, contact your nearest authorised service centre or adjust the laser using the procedures described in this chapter. Only enter the accuracy adjustment mode when you plan to change the accuracy. Accuracy adjustments should only be performed by a qualified individual that understands basic adjustment principles. .

50. Proper Care of Land Surveying Instruments By their very nature  land surveying instruments must be accurate, reliable and durable. Land surveying instruments are often exposed to harsh field conditions during use and must be regularly transported over rough roads and terrain. This drives reputable manufacturers to produce products that are rugged and durable. However, because land surveying instruments (particularly lasers) may be designed to withstand impacts, this does not mean that calibration will be preserved or that other problems will not develop later. While surveying instruments may be good quality, poor care and handling can be costly in terms of downtime, excessive repair costs and costs associated with premature replacement. Below are some  simple steps  you can take to help ensure that your land surveying instruments remain in service, with minimal downtime, for many years to come. Use Handle your land surveying instruments with care like you would handle a newborn baby. Do not jar or drop an instrument. Just because a manufacturer claims that their instrument can survive a drop from a certain distance, this does not mean that the claim should be tested. The user should take the claim as a statement of quality and not a license for rough handling. An instrument may “survive” a fall, but calibration may be lost and/or other problems or failures may develop in the future. Even though quality land surveying instruments are designated as weather resistant and sometimes weatherproof, do not allow instruments to be exposed to excessive dust, heat or moisture. If possible, clean after each use. Try to ensure that an instrument set-up in the field is protected from inadvertent impact by heavy construction machinery, vehicles and personnel. Set up the unit in an out of the way place if possible, and if not use traffic cones, barriers or flags to provide a buffer from traffic.

51. Transportation Always properly place your land surveying instruments in storage cases before transporting, ensuring that it is cushioned properly. Make sure the inner foam is complete (chunks not missing or removed) and the foam is secured to the outer case. Put all cords receivers, chargers, spare batteries, clamps, etc and any other accessories in their proper place. Never encroach on instrument space with accessories or the case will not be able to serve its intended purpose. Just because land surveying instruments are properly placed in storage cases, it does not mean that you can handle the case roughly. The case and instrument should never be dropped or impacted. When you are transporting land surveying instruments in a vehicle, make sure it is secured properly so it does not slide or bang around. The best way to protect your instrument during transportation is to place it on a piece 

52. costing and budgeting Preparing a budget is an integral part of surveying project. An evaluation of the financial requirements is central to establishing whether the project is viable or not. In cases where external funding is being applied for, the budget will form an important element of the bid and the benefits model. At the most fundamental level, budgeting should answer the questions: ‘What is the cost of undertaking this project?’ ‘Is any external funding sufficient to cover the costs?’ ‘Where there is competition for resources, is this project a priority?’, and ‘To what degree do cost and benefit balance up?’ As with any forecast or plan, the budget is likely to change as activities unfold. It is therefore useful to undertake a sensitivity analysis to look to what likely impact any change in costs and income may have on the overall budget and assess whether the project is high or low risk in financial terms. This will normally be covered during the risk assessment/risk management process and will inform the broader cost-benefit analysis for the project. IT related projects are notorious for running over budget yet there is no reason why this has to be the case if you take time to cost the project properly at the outset. It is not uncommon to see project budgets that cover only part of the costs. There are many reasons for this such as: A tendency to focus on initial purchase costs and ignore elements such as staffing Poor planning that doesn’t allow sufficient resources for training and staff development Blind faith in ‘optimistic’ supplier estimates Project managers don’t think their senior managers could cope with knowing the true cost The last point should not be under estimated. In many organisations the fact that IT projects always run over budget is accepted as the norm. Managers find it far easier to keep asking for small incremental sums than to give their sponsor the shock of saying ‘this is what the whole project will actually cost’. Project costs are relatively easy to ‘hide’ in large IT departments where existing staff are carrying out the work. The types of costs incurred in a project will be split between capital or one-off costs and operational costs. The table below shows some of the major cost headings and suggests issues to think about when trying to cost those items.

53. “Costing is the classifying, recording and appropriate allocation of expenditure for the determination of the costs of project or services, and for presentation of suitably arranged data for the purposes of control, and guidance of management.” Aims of Costing: Main aims of costing are: 1. To determine the exact cost of each activities. 2. To determine the cost incurred during each operation to keep control over workers’ Cost  estimates are the estimated  costs  for each work package or activity, whereas the  budget  allocates the  costs  over the life of the project to determine the periodic and total funding requirements.

54. Costing: determining the bare costs to deliver a project • Budgeting (and cost control): determining the financial needs of a project and preparing the books to monitor expenditures (and incomes ) Direct Costs for software projects – Personnel: * The salaries of people directly involved in the project (gross, not net!) – Materials and Supply * Costs of the material necessary to produce project outputs * Usually accounted if the project has specific needs – Hardware and software * Systems required for developing the system * Usually accounted if the project has specific needs – Travel, meetings and events – Other Costs * Books, Training, Renting equipment

55. Indirect Costs: expenses necessary to run the facility and make work actually doable • Main cost elements for software development: – General Overheads * Office space costs (rent, heating, ...) * Consumables * Standard equipment * Administrative Staff – Project Overheads * For larger projects, overheads directly accountable to a project. Budgeting Budgeting  is the process of creating  a plan to spend your money . This spending plan is called  a budget . Creating this spending plan allows you to determine in advance whether you will have enough money to do the things you need to do or would like to do . If you don't have enough money to do everything you would like to do, then you can use this planning process to prioritize your spending and focus your money on the things that are most important to you.

56. Once you create your first budget, begin to use it and get a good feel for how it can  keep your finances on track , you may want to map out your spending plan or budget for 6 months to a year down the road. By doing this you can easily forecast which months your finances may be tight and which ones you'll have extra money. You can then  look for ways to even out the highs and lows in your finances  so that things can be more manageable and pleasant. Extending your budget out into the future also allows you to forecast how much money you will be able to  save for important things like your vacation , a new vehicle,  your first home  or home renovations, an  emergency savings account  or your retirement. Using a realistic budget to forecast your spending for the year can really help you with your long term financial planning. You can then make realistic assumptions about your annual income and expense and plan for long term financial goals like starting your own business, buying an investment or  recreation property  or retiring.

57. Team formation Two or more people working interdependently towards a common goal. Getting a group of people together does not make a “team.” A team develops products that are the result of the team's collective effort and involves synergy. Synergy is the property where the whole is greater than the sum of its parts. Team Building: The process of gathering the right people and getting them to work together for the benefit of a project. [Source WST] http:// maxwideman.com / pmglossary / PMG_T00.htm Team Management: The direction to a group of individuals who work as a unit. Effective teams are result-oriented and are committed to project objectives, goals and strategies. [Source PMDT ] http:// maxwideman.com / pmglossary / PMG_T01.htm Role: A unit of defined responsibilities that may be assumed by one or more individuals. [Source SA- CMM ] http:// maxwideman.com / pmglossary / PMG_R06.htm Norms: Acceptable standards of behaviours within a group that are shared by group members. They tell members what they should and should not do depending on the circumstances. In the work environment the most important norms deal with a performance-related process.

58. Team formation Two or more people working interdependently towards a common goal. Getting a group of people together does not make a “team.” A team develops products that are the result of the team's collective effort and involves synergy. Synergy is the property where the whole is greater than the sum of its parts. Team Building: The process of gathering the right people and getting them to work together for the benefit of a project. [Source WST] http:// maxwideman.com / pmglossary / PMG_T00.htm Team Management: The direction to a group of individuals who work as a unit. Effective teams are result-oriented and are committed to project objectives, goals and strategies. [Source PMDT ] http:// maxwideman.com / pmglossary / PMG_T01.htm Role: A unit of defined responsibilities that may be assumed by one or more individuals. [Source SA- CMM ] http:// maxwideman.com / pmglossary / PMG_R06.htm Norms: Acceptable standards of behaviours within a group that are shared by group members. They tell members what they should and should not do depending on the circumstances. In the work environment the most important norms deal with a performance-related process.

59. Job allocation An  allocation  is an amount of something, especially money, that is given to a particular person or used for a particular purpose. ... The  allocation  of something is the decision that it should be given to a particular person or used for a particular purpose . The productivity of any firm is affected by the efficiency of its job allocation rules. Promotion policies allocate jobs while also rewarding workers, and this dual role may generate conflicts that reduce the efficiency of organizations ( Milgrom and Roberts, 1992). Specifically, promotions may allocate workers to jobs for which they are not necessarily the best suited. This gives rise to the Peter Principle that states that in any hierarchical organization, employees are (inefficiently) promoted to their level of incompetence (Peter and Hull, 1969).

60. Job Description A job description is a statement that outlines the specifics of a particular job or position with a project. It goes into detail about the responsibilities and conditions of the job. Companies typically perform a job analysis that looks at the job in depth to create a comprehensive description of what the job entails . During the hiring process, a job description defines the role of the position and the ideal candidate to fill it. The job description helps target recruitment to reach the ideal candidates with a thorough description that makes the job sound tempting. Hiring managers can use it to weed out applicants when choosing candidates for interviews. At the interview, the points in the description can serve as the basis for questions.

61. Basic Components of a Job Description The job description definition is standard, but the look of a job description can vary significantly. Many elements are the same, whether you're describing a line cook position with no experience required or a brain surgeon position requiring years of schooling and experience. Common components of a job description include: General overview Job duties Purpose of the job Goals and objectives Scope of the work Working conditions Qualifications or requirements Immediate supervisor Supervisory responsibilities Special circumstances, such as travel Not all components apply to every job. An entry-level position won't have any supervisory responsibilities, for example. A desk job may not have any special circumstances or harsh working conditions.

62. Human resource Management Every organization, large or small, uses a variety of  capital  to make the business work. Capital includes cash, valuables, or goods used to generate income for a business. For example, a retail store uses registers and inventory, while a consulting firm may have proprietary software or buildings. No matter the industry, all companies have one thing in common: they must have people to make their capital work for them. This will be our focus throughout the text: generation of revenue through the use of people’s skills and abilities . is the process of employing people, training them, compensating them, developing policies relating to them, and developing strategies to retain them. As a field, HRM has undergone many changes over the last twenty years, giving it an even more important role in today’s organizations. In the past, HRM meant processing payroll, sending birthday gifts to employees, arranging company outings, and making sure forms were filled out correctly—in other words, more of an administrative role rather than a strategic role crucial to the success of the organization.

63. staffing Staffing  involves the entire hiring process from posting a job to negotiating a salary package. Within the staffing function, there are four main steps: Development of a staffing plan.  This plan allows HRM to see how many people they should hire based on revenue expectations. Development of policies to encourage multiculturalism at work.  Multiculturalism in the workplace is becoming more and more important, as we have many more people from a variety of backgrounds in the workforce. Recruitment.  This involves finding people to fill the open positions. Selection.  In this stage, people will be interviewed and selected, and a proper compensation package will be negotiated. This step is followed by training, retention, and motivation.

64. development Of work place Discipline process policy Vacation time policy Dress code Ethics policy Internet usage policy Employees who feel they are developing their skills tend to be happier in their jobs, which results in increased employee retention. Examples of training programs might include the following: Job skills training, such as how to run a particular computer program Training on communication Team-building activities Policy and legal training, such as sexual harassment training and ethics training

65. financial resources planning Effectively managing financial resources has always been an important driver of project. However, managing Return oninvestment (ROE) with constrained financial resources has become significantly more challenging since the global financial crisis. With the expansion of regulatory requirements and diminishing risk appetite, banks require more sophisticated capabilities to evaluate, monitor, and forecast their performance. New capital, liquidity, and funding requirements are increasingly driving the strategic direction of the project. We have been working with many project around the world in driving this change through  our Financial Resource Management ( FRM ) framework. Implementing FRM enables banks to make faster management decisions and improve supervisory interaction and enhance returns through better management of bank resources.

66. Meaning of Financial Management Financial Management means planning, organizing, directing and controlling the financial activities such as procurement and utilization of funds of the project . It means applying general management principles to financial resources of the project. Scope/Elements Investment decisions includes investment in fixed assets (called as capital budgeting). Investment in current assets are also a part of investment decisions called as working capital decisions. Financial decisions - They relate to the raising of finance from various resources which will depend upon decision on type of source, period of financing, cost of financing and the returns thereby. Dividend decision - The finance manager has to take decision with regards to the net profit distribution. Net profits are generally divided into two: Dividend for shareholders- Dividend and the rate of it has to be decided. Retained profits- Amount of retained profits has to be finalized which will depend upon expansion and diversification plans of the enterprise.

67. Objectives of Financial Management The financial management is generally concerned with procurement, allocation and control of financial resources of a concern. The objectives can be- To ensure regular and adequate supply of funds to the concern. To ensure adequate returns to the shareholders which will depend upon the earning capacity, market price of the share, expectations of the shareholders. To ensure optimum funds utilization. Once the funds are procured, they should be utilized in maximum possible way at least cost. To ensure safety on investment, i.e , funds should be invested in safe ventures so that adequate rate of return can be achieved. To plan a sound capital structure-There should be sound and fair composition of capital so that a balance is maintained between debt and equity capital.

68. Functions of Financial Management Estimation of capital requirements:  A finance manager has to make estimation with regards to capital requirements of the projet . This will depend upon expected costs and profits and future programmes and policies of a concern. Estimations have to be made in an adequate manner which increases earning capacity of enterprise. Determination of capital composition:  Once the estimation have been made, the capital structure have to be decided. This involves short- term and long- term debt equity analysis. This will depend upon the proportion of equity capital a company is possessing and additional funds which have to be raised from outside parties. Choice of sources of funds:  For additional funds to be procured, a company has many choices like- Issue of shares and debentures Loans to be taken from banks and financial institutions Public deposits to be drawn like in form of bonds. Choice of factor will depend on relative merits and demerits of each source and period of financing. Investment of funds:  The finance manager has to decide to allocate funds into profitable ventures so that there is safety on investment and regular returns is possible.

69. Disposal of surplus:  The net profits decision have to be made by the finance manager. This can be done in two ways: Dividend declaration - It includes identifying the rate of dividends and other benefits like bonus. Retained profits - The volume has to be decided which will depend upon expansional , innovational , diversification plans of the company. Management of cash:  Finance manager has to make decisions with regards to cash management. Cash is required for many purposes like payment of wages and salaries, payment of electricity and water bills, payment to creditors, meeting current liabilities, maintainance of enough stock, purchase of raw materials, etc. Financial controls:  The finance manager has not only to plan, procure and utilize the funds but he also has to exercise control over finances. This can be done through many techniques like ratio analysis, financial forecasting, cost and profit control, etc.

70. Definition of Coordination Co-ordination is the unification, integration, synchronization of the efforts of group members so as to provide unity of action in the pursuit of common goals. It is a hidden force which binds all the other functions of management. According to  Mooney and Reelay , “Co-ordination is orderly arrangement of group efforts to provide unity of action in the pursuit of common goals”. According to  Charles Worth , “Co-ordination is the integration of several parts into an orderly hole to achieve the purpose of understanding”. Management seeks to achieve co-ordination through its basic functions of planning, organizing, staffing, directing and controlling. That is why, co-ordination is not a separate function of management because achieving of harmony between individuals efforts towards achievement of group goals is a key to success of management. Co-ordination is the essence of management and is implicit and inherent in all functions of management. A manager can be compared to an orchestra conductor since both of them have to create rhythm and unity in the activities of group members. Co-ordination is an integral element or ingredient of all the managerial functions as discussed below: -

71. Co-ordination through Planning -  Planning facilitates co-ordination by integrating the various plans through mutual discussion, exchange of ideas. e.g. - co-ordination between finance budget and purchases budget. Co-ordination through Organizing -  Mooney considers co-ordination as the very essence of organizing. In fact when a manager groups and assigns various activities to subordinates, and when he creates department’s co-ordination uppermost in his mind. Co-ordination through Staffing -  A manager should bear in mind that the right no. of personnel in various positions with right type of education and skills are taken which will ensure right men on the right job. Co-ordination through Directing -  The purpose of giving orders, instructions & guidance to the subordinates is served only when there is a harmony between superiors & subordinates. Co-ordination through Controlling -  Manager ensures that there should be co-ordination between actual performance & standard performance to achieve organizational goals.

72. Co-ordination is an orderly arrangement of efforts to provide unity of action in the fulfilment of common objective whereas co-operation denotes collective efforts of persons working in an enterprise voluntarily for the achievement of a particular purpose. It is the willingness of individuals to help each other. Co-ordination is an effort to integrate effectively energies of different groups whereas co-operation is sort to achieve general objectives of business .

73. Basis Co-ordination Co-operation Meaning It is an orderly arrangement of group efforts in pursuit of common goals. It means mutual help willingly. Scope It is broader than co-operation which includes as well because it harmonizes the group efforts. It is termed as a part of co-ordination. Process The function of co-ordination is performed by top management. The functions of co-operation are prepared by persons at any level. Requirements Co-ordination is required by employees and departments at work irrespective of their work. Co-operation is emotional in nature because it depends on the willingness of people working together. Relationship It establishes formal and informal relationships. It establishes informal relationship. Freedom It is planned and entrusted by the central authority & it is essential. It depends upon the sweet will of the individuals and therefore it is not necessary. Support It seeks wholehearted support from various people working at various levels. Co-operation without co-ordination is fruitless & therefore it may lead to unbalanced developments.

74.  Co-ordination is not a separate function but the very essence of management. It is present in all the functions. ii. Need for co-ordination arises due to inter-dependency of various functional departments. iii. Co-ordination is a dynamic process and it is to be exercised all the time to ensure smooth functioning of departments. iv. The managers across the level have to consciously exercise co-ordination. v. It is required in group efforts and not in individual effort. Hence it involves orderly arrangement of group effort. vi. The objective of coordination is to facilitate accomplishment of overall objectives. It works on the fulcrum of unity of purpose.

75. . Early Start: Co-ordinating activity should commerce from the planning stage itself. Before finalising the plan, mutual consultation among he concerned people will facilitate the smooth implementation of the plan. This will avoid resistance from the workers. 2. Direct Contact: Co-ordination is easier by direct personal contact among the people concerned. This avoids misunderstanding or misrepresentation and the tasks are successfully implemented. This is a self-control technique. 3. Other Principles: Continuity of activities from the stage of planning through the life span of the organisation, dynamism of leaders and workers to adopt themselves to change in internal and external environment, flexible operations, simple organisational structure to rearrange the tasks and activities which are similar or dissimilar, clear-cut objectives that are to be properly understood by managers and employees as well, defining clearly the authority and responsibility to minimise conflicts, violations etc., effective communication system throughout the organisation to develop harmonious relationship amongst workers and effective leadership and supervision are the other principles of effective co-ordination. Effective co-ordination of programmes tasks and functions of various departments of an organisation will be an inbuilt control technique, which takes care of effective implementation of plans.

76. task of supervision Supervision is a process which provides an individual with the opportunity to clarify and resolve issues and dilemmas presented by their clients and workplaces. It is widely used by human services workers and teams. The supervision process has been found to reduce the risk of burn-out, enhance work performance and increase job satisfaction. The purpose of the supervision process is to provide a safe, supportive opportunity for individuals to engage in critical reflection in order to raise issues, explore problems, and discover new ways of handling both the situation and oneself. A critical aspect of supervision lies in its potential to educate. It is the supervisor's responsibility to ensure that: professional development and an ability to handle the various work tasks is fostered in the supervisee. an educative forum, and a non-patronising relationship, is established in which the supervisee can comfortably explore issues with the support of the supervisor. guidance and tutoring are available where necessary.

77. The key functions of supervision One of the most influential writers on supervision is  Charles Kadushin  (1992) who defined three main functions of the supervisory process: Educational  - the educational development of the practitioner and the fulfilment of potential. In educational supervision the primary focus is to dispel ignorance and upgrade skill by encouraging reflection on, and exploration of the work. Support  - the practical and psychological support to carry through the responsibilities of the role. In supportive supervision the primary issue is worker morale and job satisfaction. The stresses and pressures of the individual's role can affect work performance and take its toll psychologically and physically. In extreme and prolonged situations these may ultimately lead to burnout. The supervisor's role is to help the worker manage that stress more effectively and provide re-assurance and emotional support. Administrative/Managerial  - the promotion and maintenance of good standards of work, co-ordination of practice with policies of administration, the assurance of an efficient and smooth-running office; This is the quality assurance dimension to supervision. The interpretation here is that the supervisor inducts the coach into the norms, values and best practices of being a practitioner/professional. It is the 'community of practice' dimension ensuring that standards are maintained.

78. monitoring and evaluation Monitoring  is the systematic process of collecting, analyzing and using information to track a programme’s progress toward reaching its objectives and to guide management decisions. Monitoring usually focuses on processes, such as when and where activities occur, who delivers them and how many people or entities they reach. Monitoring is conducted after a programme has begun and continues throughout the programme implementation period. Monitoring is sometimes referred to as  process,   performance or formative evaluation . (Adapted from Gage and Dunn 2009, Frankel and Gage 2007, and PATH Monitoring and Evaluation Initiative )

79. Evaluation  is the systematic assessment of an activity, project, programme, strategy, policy, topic, theme, sector, operational area or institution’s performance. Evaluation focuses on expected and achieved accomplishments, examining the results chain ( inputs, activities, outputs, outcomes and impacts ), processes, contextual factors and causality, in order to understand achievements or the lack of achievements. Evaluation aims at determining the relevance, impact, effectiveness, efficiency and sustainability of interventions and the contributions of the intervention to the results achieved.

80. Many third world countries have numerous projects in an attempt to improve their infrastructure and this improves the standard of living of its citizens. Huge sums of money are put into this activity and it is important to get value for money. Two aspects that would contribute towards ensuring these are monitoring and evaluation. Unfortunately, many project owners and managers do not recognize the need and usefulness of these two. This paper sets out the roles of both monitoring and evaluation in successful implementation of projects and how these can be applied. It highlights the common constraints and ways in which these constraints can be overcome. DEFINITIONS OF PROJECT MONITORING AND EVALUATION Although monitoring and evaluation are viewed as related, they are distinct functions. Monitoring is viewed as a process that provides information and ensures the use of such information by management to assess project effects – both intentional and unintentional – and their impact. It aims at determining whether or not the intended objectives have been met. Evaluation draws on the data and information generated by the monitoring system as a way of analyzing the trends in effects and impact of the project. In some cases, it should be noted that monitoring data might reveal significant departure from the project expectations, which may warrant the undertaking of an evaluation to examine the assumptions and premises on which the project design is based. PROJECT DESIGN CONCEPTS In an attempt to address this, it is necessary to have a common understanding of project design concepts upon which to build an understanding of project monitoring and evaluation

81. ROLE OF MONITORING In defining the term monitoring, one needs to be exposed to a number of concepts associated therewith. Monitoring is the continuous assessment of a programme or project in relation to the agreed implementation schedule. It is also a good management tool which should, if used properly, provide continuous feedback on the project implementation as well assist in the identification of potential successes and constraints to facilitate timely decisions. Unfortunately, in many projects, the role of this is barely understood and therefore negatively impacts on the projects. Monitoring is not only concerned with the transformation of inputs into outputs, but can also take the following forms: Physical and financial monitoring Measuring progress of project or programme activities against established schedules and indicators of success. Process monitoring Identifying factors accounting for progress of activities or success of output production. Impact monitoring Measuring the initial responses and reactions to project activities and their immediate short-term effects. Projects are monitored so as to: • assess the stakeholders’ understanding of the project; • minimise the risk of project failure; • promote systematic and professional management; and • assess progress in implementation. One needs to recognize the role played by the various stakeholders in monitoring. These players include the financiers, implementing agencies, project teams, interested groups such as churches, environmentalists, etc. It should further be recognized that, to be an effective management tool, monitoring should be regular but should take into account the risks inherent in the project/programme and its implementation. In many developing countries, one tends to find the following aspects in monitoring and evaluation of projects:

82. answer these question What is meaning of feasibility study define terms of reference Why technical standards and specification is needed What are main tools and equipment's for surveying project Why project planning is essential for surveying project. why checking and adjustment is needed for project. What is need of team formation , job allocation and job description in survey project. what are the basic need of human resource management and who makes HR plan .

83. unit 4.proposal of report writing 4.1 Understanding proposal Proposals and progress reports are some of the most common types of reports you will likely find yourself writing in the workplace. These reports are persuasive in nature:  proposals attempt to persuade the reader to accept the writer’s proposed idea; progress reports assure the reader that the project is on time and on budget, or explain rationally why things might not be going according to the initial plan. A proposal, in the technical sense, is a document that tries to persuade the reader to implement a proposed plan or approve a proposed project. Most businesses rely on effective proposal writing to ensure successful continuation of their business and to get new contracts. The writer tries to convince the reader that the proposed plan or project is worth doing (worth the time, energy, and expense necessary to implement or see through), that the author represents the best candidate for implementing the idea, and that it will result in tangible benefits . Proposals are often written in response to a  Request For Proposals  (RFP) by a government agency, organization, or company. The requesting body receives multiple proposals responding to their request, reviews the submitted proposals, and chooses the best one(s) to go forward. Thus, your proposal must  persuade  the reader that your idea is the one most worth pursuing. Proposals are persuasive documents intended to initiate a project and get the reader to authorize a course of action proposed in the document. These might include proposals to Perform a task (such as a feasibility study, a research project,  etc. ) Provide a product Provide a service

84. A proposal is an essential marketing document that helps cultivate an initial professional relationship between an  organization  and a donor over a project to be implemented. The proposal outlines the plan of the implementing organization about the project, giving extensive information about the intention, for implementing it, the ways to manage it and the results to be delivered from it. A proposal is a very important document. In some cases, a  concept note  precedes a proposal, briefing the basic facts of the project idea. However, the project idea faces a considerable challenge when it has to be presented in a framework. The proposal has a framework that establishes ideas formally for a clear understanding of the project for the donor. Besides, unless the ideas are not documented in writing, they do not exist. Hence, a proposal facilitates appropriate words for the conception of an idea. Proposals  have recently become more sophisticated. This reflects the increased competitiveness and larger resources existing in the NGO sector. The trend of inviting proposals for contracting development programmes began with the allotment of substantial resources for development that triggered off the mushrooming of  NGOs  around the world.

85. Enormous opportunities existing in the sector have led to the trend of making proposal writing a profession. Proposal writing poses many challenges, especially for small and unskilled NGOs. Here, we discuss some basic and necessary information required for developing a proposal.

86. Proposals can have various purposes and thus take many forms. It may include sections such as the following: Introduction and/or background Problem statement Purpose/motivation/goal/objectives Definition of scope and approach Review of the state of the art Technical background Project description Schedule of work/timeline Budget Qualifications Conclusion

87. types of proposal A project proposal outlines your project’s core value proposition. It should establish what the project is, what you’re aiming to achieve with it, and how you plan to get there. It’s basically a roadmap that plans out each and every step of the project, so that everyone involved understands what’s entailed, early on, and can make sure they are working towards the same goals. Getting inside the heads of the people you are writing the proposal for is vital; you need to think like the project’s stakeholders to deliver a proposal that meets their needs.

88. A pre-proposal (sometimes called a white paper, letter proposal, letter of intent, preliminary proposal, pre-application, or concept paper) is a short description of the proposed project. Usually, the purpose of a pre-proposal is to inform and interest the potential sponsor in the project, resulting in a request for a more detailed formal proposal. If the sponsor requires an institutional official to sign or submit the pre-proposal, please contact  Sponsored Projects & Contracting Services  early in the preparation process to determine if the pre-proposal should be routed through  UAccess Research  subject to  Internal Deadlines for Proposal Routing .  A pre-proposal must be routed through  UAccess Research  for institutional approval prior to submission if it: Involves a commitment of University resources Includes a detailed budget Includes cost sharing or an exception to the University  F&A Cost  rate It is not necessary to route a pre-proposal for institutional approval if it: Includes a total cost estimate without a detailed budget Is not expected to result directly in an award without a full detailed proposal

89. Solicited Proposal Sponsors solicit formal proposals by publishing specific program announcements. These solicitations are often called Request for Proposals (RFPs), Funding Opportunity Announcements ( FOAs ), Broad Agency Announcements ( BAAs ), etc. Researchers responding to the program announcement write the proposal to meet the sponsor’s program guidelines. Deadlines may recur annually or several times a year. A response to a Request for Proposal (RFP) is one type of solicited proposal. Most RFP’s have a stated deadline and are one-time solicitations for specific needs of the sponsor, not expected to recur. The proposed project must respond to the specific work statement in the Request for Proposal. Solicited proposals must be routed through the University proposal routing process prior to submitting the proposal to the sponsor.

90. A  competing renewal proposal  (also called a  competing continuation ) is a request for continued funding of a project for which the funding or project period is about to terminate. Such proposals are similar to "new" proposals and must be routed and approved in the same manner. Noncompeting continuation  proposals, which request the next year’s funding within a multi-year grant, generally consist of a progress report, budget, and other relevant materials such as research results, reprints, vitae for new personnel, etc. They sometimes include a financial status report showing the unobligated balance for the current year. Generally, sponsors require the signature of the institutional official and investigators. Noncompeting continuation proposals are routed through UAccess Research, even if a budget is not required.

91. Guideline for proposal writing   Give ample, credible evidence for all statements.   Do not exaggerate.   Provide examples, expert testimony and specific facts and figures to support your    statements.   Use simple, straightforward and direct language preferring simple sentences and active voice.   Stress reader benefits. Remember that you are asking for something, usually a commitment of money; let the reader know what he or she will get in return.

92. State your main research question to guide your ideas.  If you’re writing a research proposal, then you’ve probably developed a research question. To figure out your objectives, state that question clearly and concisely. Analyze that question and consider the steps you’d have to take to answer it. [1] For example, your research question might be “What is the effect of prolonged TV-watching on children?” You can then use that question to build your study around. Narrow down your research topic if it’s too broad. A broad research topic makes breaking the objectives down much more difficult. A research question like “How can we save the environment?” is a huge question. Something like “What safety measures would prevent ocean pollution?” is more specific and attainable. [2 ] Describe the ultimate goal of your study.  Consider what you want your research project to achieve. This is similar to your research question, but should state the intended results more definitively. For example, if you were measuring the effects of prolonged TV-watching on children, you could say “This study will tell parents and healthcare providers how much TV-time is safe for children under age 5.” Deciding on your intended results helps develop your objectives. [3] Remember that in most cases, you shouldn’t state that your study will prove or disprove something exactly, since you haven’t done the work yet. Don’t say “This study proves that honey is not an effective treatment for acne.” Instead, make it something like “This study will demonstrate whether or not honey is an effective treatment for acne.” Break that goal down into sub-categories to develop your objectives.  In most cases, your ultimate goal will be large enough to break down into smaller steps. These steps form the foundations of your list of objectives. Look at your research question and stated goal and think about what steps you’d take to answer them. [4] If your research question was “What is the effect of prolonged TV-watching on children?” then there are a few categories you could look at. Objectives wrapped up within that question might be: 1) the incidence of eyestrain among children who watch a lot of TV, 2) their muscular development, 3) their level of socialization with other children. Design your objectives around answering these questions. Break that goal down into sub-categories to develop your objectives.  In most cases, your ultimate goal will be large enough to break down into smaller steps. These steps form the foundations of your list of objectives. Look at your research question and stated goal and think about what steps you’d take to answer them. [4] If your research question was “What is the effect of prolonged TV-watching on children?” then there are a few categories you could look at. Objectives wrapped up within that question might be: 1) the incidence of eyestrain among children who watch a lot of TV, 2) their muscular development, 3) their level of socialization with other children. Design your objectives around answering these questions. Divide your objectives into 1 general and 3-4 specific ones.  In many research proposals, the proper format is a general or long-term objective followed by a few specific ones. The general objective is essentially what you hope to achieve with the project. The specific objectives are the building blocks of that general goal. Divide the two categories for a well-focused and planned research project. [6] A general objective might be "Establish the effect of diet on mental health." Some specific goals in that project could be 1) Determine if processed foods make depression worse, 2) Identify foods that improve mood, 3) Measure if portion sizes have an impact on mood. Not all research proposals want you to divide between general and specific goals. Remember to follow the instructions for the proposal you're writing.

93. Language Considerations Proposals are fundamentally  persuasive  documents, so paying attention to the rhetorical situation—position of the reader (upward, lateral, downward or outward communication), the purpose of the proposal, the form, and the tone—is paramount. Clearly define your purpose and audience before you begin to write Be sure you have done research so you know what you are talking about Remain positive and constructive: you are seeking to  improve  a situation Be solution oriented; don’t blame or dwell on the negative Make your introduction very logical, objective, and empirical; don’t start off sounding like an advertisement or sounding biased; avoid logical fallacies Use primarily logical and ethical appeals; use emotional appeals sparingly As always, adhere to the 7 Cs by making sure that your writing is Clear and Coherent :   don’t confuse your reader with unclear ideas or an illogically organized structure. Concise   and Courteous :  don’t annoy your reader with clutter, unnecessary padding, inappropriate tone, or hard-to-read formatting. Concrete and Complete :  avoid vague generalities; give specifics. Don’t leave out necessary information. Correct :  don’t undermine your professional credibility by neglecting grammar and spelling, or by including inaccurate information.

94. finacial porposal A financial proposal is a written report that details the future of a business’s economy by addressing its monetary needs and budget . If you’re an existing business, this could be changes to your budget or funding for a new project or venture. If you’re a new business, this could be setting your budget or trying to acquire money to start up. From these points alone, you can begin to understand the importance of financial proposals and why it’s important to get them right. Today, we’re going to explore  seven key points to remember when writing your proposal, ensuring the financial well-being  of your business.

95. 1. Start with an Overview   The first thing you need to start off with is a  professional overview of your company . This is designed to sum up your business and  outline the ideas in which the budget is going to be spent . This can give anybody who’s reading the proposal a sense of what it’s about and what you’re aiming to achieve. Within this section, you should be thinking about the solutions to problems you have and a list of goals you can aim to achieve with the budget that you’ll have.

96. Next, you’ll need to move on to a  list of people who are going to be involved in this new financial venture . This could include anyone from: managers of project heads of accounting relevant shareholders people of interest Tidying Up Your Proposal   Once everything is in place and completed, you’ll want to go through it all to make sure that your proposal is the highest quality possible. This means no spelling mistakes, no typos and perfect grammar. For this process, you can always use some  readily available online tools  to help: Grammarix  and  State of Writing  – Use these online guides to help you format your proposal professionally and for writing tips. Ukwritings  – An online editing tool to ensure your content reads well and is properly structured. Via Writing  and  Academadvisor  – These are two blogs full of proofreading guides to help you find errors in your proposal. Boomessays  – As  recommended by the HuffingtonPost , this is an outline and headline generation tools to help improve the structure of your proposal. Easy Word Count  and  Cite It In  – Use these free online tools to count the word count of your proposal to keep it concise, and for adding professional references to your text. Paper Fellows  and  Academized  – Two online proofreading services that can proofread your content on your behalf.

97. Set a Timeframe   Once you’ve identified and planned for your intentions, you’ll then want to think about the  timeframe which your company will have to achieve these goals . Try to set this timeframe as realistically as possible. Don’t give yourself so long that change won’t be recordable, you want positive change to happen, but don’t set it too short that everything is rushed and isn’t completed properly.  

98. Tidying Up Your Proposal   Once everything is in place and completed, you’ll want to go through it all to make sure that your proposal is the highest quality possible. This means no spelling mistakes, no typos and perfect grammar. For this process, you can always use some  readily available online tools  to help: Grammarix  and  State of Writing  – Use these online guides to help you format your proposal professionally and for writing tips. Ukwritings  – An online editing tool to ensure your content reads well and is properly structured. Via Writing  and  Academadvisor  – These are two blogs full of proofreading guides to help you find errors in your proposal. Boomessays  – As  recommended by the HuffingtonPost , this is an outline and headline generation tools to help improve the structure of your proposal. Easy Word Count  and  Cite It In  – Use these free online tools to count the word count of your proposal to keep it concise, and for adding professional references to your text. Paper Fellows  and  Academized  – Two online proofreading services that can proofread your content on your behalf.

99. Create Your Budget   Now that you’ve got everything we’ve spoken about above in place, you can then  start working on an actual figure for your budget . If you’re planning on starting a new project, you might be starting off with a lump sum to invest in it. On the other hand, you might want to invest smaller amounts on a monthly basis.   A Final Word

100. Basics of Writing Reports When writing reports, make your audience's job as easy as possible. Use active verbs and short sentences and keep to the point, just as you would in any other kind of writing. This guide covers the main stages of writing a report: · Defining the purpose · Investigating the topic · Organising the report into sections · Order of presentation · Order of writing · Numbering sections and paragraphs · Planning the writing · Revision Defining the purpose This helps you to be clear about: · why you are writing; · what to include; · what to leave out; and · who your readers are. I

101. Investigating the topic How you do this depends on the topic and purpose. You may need to read, interview, experiment and observe. Get advice from someone more experienced if you need to. Organising the report into sections Your job is to make it easy for the readers to find the information they want . In reports that are one or two pages long, readers should have no trouble finding their way around. With a 'long' report (more than four or five pages), you need to take great care in how you organise the information. Reports can be set out in eight parts, but you won't always need them all. · Title or title page · Contents list · Abstract

102. Introduction · Discussion · Summary and conclusions · Recommendations · Appendix A short report won't need a title page, but should have a title. The contents list is only needed in long reports. The abstract is only needed in formal reports, such as reports of scientific research. It is a summary of the report. The abstract appears in library files and journals of abstracts . It won't usually be printed with the report so it needs to be able to stand alone. Keep it between 80 and 120 words. Don't confuse this with an 'executive summary' which we will talk about later.

103. The introduction should be brief and answer any of the following questions that seem relevant . · What is the topic? · Who asked for the report and why? · What is the background? · What was your method of working? If the method is long and detailed, put it in an appendix. · What were the sources? If there are many, put them in an appendix. The discussion is the main body of the report. It is likely to be the longest section, containing all the details of the work organised under headings and sub-headings. Few readers will read every word of this section. So start with the most important, follow it with the next most important, and so on. You should follow the same rule with each paragraph. Begin with the main points of the paragraph, then write further details or an explanation. The summary and conclusions section is sometimes placed before the discussion section. It describes the purpose of the report, your conclusions and how you reached them. The conclusions are your main findings. Keep them brief. They should say what options or actions you consider to be best and what can be learned from what has happened before. So they may include or may lead to your recommendations: what should be done in the future to improve the situation?

104. Planning the writing Usually you will have collected such a mass of information that you cannot decide where to plunge in and begin. So , before you start to write you must make some kind of plan. This will save you hours of writing and will help to produce a better organised report . Here are two different ways of planning. An outline begins as a large, blank sheet of paper onto which you pour out all your facts, ideas, observations and so on, completely at random. Write in note form, and try to get everything down as fast as possible. When you have got all your points on paper, start to organise them, group them, and assess them for strength, relevance, and their place in the report. You can then number the points in order or put headings next to them such as 'Intro', 'Discussion', 'Conclusion' and so on. Use lines and arrows to link up related points. Gradually you will create a network of ideas grouped under headings - this is the structure of your report. Leave it for a day or two if you can. Return with fresh ideas, add points you'd forgotten, and cross out anything you don't need.

105. Plan carefully before you start writing. Use an outline or a mind map so that you know exactly what you'll be writing about. · Organise your report into sections. · Use everyday English whenever possible. · Avoid jargon and legalistic words, and explain any technical terms you have to use. · Keep your sentence length down to an average of 15 to 20 words . Try to stick to one main idea in a sentence. · Use active verbs as much as possible. Say 'we will do it' rather than 'it will be done by us'. · Be concise. · Imagine you are talking to your reader. Write sincerely, personally, in a style that is suitable and with the right tone of voice. · And always check that your report is accurate, clear, concise and readable.

106. Difference types of report writing Type # 1. Formal or Informal Reports: Formal reports are carefully structured; they stress objectivity and organization, contain much detail, and are written in a style that tends to eliminate such elements as personal pronouns. Informal reports are usually short messages with natural, casual use of language. The internal memorandum can generally be described as an informal report . short and long term reports A one-page memorandum is obviously short, and a twenty page report is clearly long. But where is the dividing line? Bear in mind that as a report becomes longer (or what you determine as long), it takes on more characteristics of formal reports.

107. informational analytical reports Informational reports (annual reports, monthly financial reports, and reports on personnel absenteeism) carry objective information from one area of an organization to another. Analytical reports (scientific research, feasibility reports, and real-estate appraisals) present attempts to solve problems . Type # 4. Proposal Report: The proposal is a variation of problem-solving reports. A proposal is a document prepared to describe how one organization can meet the needs of another. Most governmental agencies advertise their needs by issuing “requests for proposal” or RFPs. The RFP specifies a need and potential suppliers prepare proposal reports telling how they can meet that need. Type # 5. Vertical or Lateral Reports: This classification refers to the direction a report travels. Reports that more upward or downward the hierarchy are referred to as vertical reports; such reports contribute to management control. Lateral reports, on the other hand, assist in coordination in the organization. A report traveling between units of the same organization level (production and finance departments) is lateral.

108. Type # 6. Internal or External Reports: Internal reports travel within the organization. External reports, such as annual reports of companies, are prepared for distribution outside the organization . 7 Periodic reports Periodic reports are issued on regularly scheduled dates. They are generally upward directed and serve management control. Preprinted forms and computer-generated data contribute to uniformity of periodic reports. Type # 8. Functional Reports: This classification includes accounting reports, marketing reports, financial reports, and a variety of other reports that take their designation from the ultimate use of the report. Almost all reports could be included in most of these categories. And a single report could be included in several classifications. Although authorities have not agreed on a universal report classification, these report categories are in common use and provide a nomenclature for the study (and use) of reports. Reports are also classified on the basis of their format. As you read the classification structure described below, bear in mind that it overlaps with the classification pattern described above.

109. other types technical  and  Business  disciplines with an applied focus such as Engineering, Information Technology, Commerce, Accounting and Finance, will set report writing assignments that simulate the process of report writing in industry. Assignments are set in the form of a problem or a case study. The students research the problem, and present the results of the research in a report format to an imaginary client .   Field reports  are common in disciplines such as Law, Industrial Relations, Psychology, Nursing, History and Education. These types of reports require the student to analyse his or her observations of phenomena or events in the real world in light of theories studied in the course. Examples of field reports are a Court observation report, an observation report of a child or a patient for Developmental psychology or Nursing, a History site report, and a teaching observation report for Education Scientific reports  (also called laboratory reports) are another kind of report. They are common in all the Sciences and Social Sciences. These reports use a standard scientific report format describing methods, results and conclusions to report upon an empirical investigation. A more detailed and extensive type of this report is the research project report for fourth year honours students or research students involved in postgraduate studies.

110. objectives of report writing 1. Decision-Making Tool Today’s complex business organizations require thousands of information. Reports provide the required information a large number of important decisions in business or any other area are taken on the basis of the information presented in the reports. This is one of the great importance of the report. 2. Investigation Whenever there is any problem, a committee or commission or study group investigates the problem to find out the reason behind the problem and present the findings with or without the recommendation in the form of a report. It is another importance of the report. 3. Evaluation Large scale organizations are engaged in multidimensional activities. It is not possible for a single top executive to keep a personal watch on what others are doing. So, the executive depends on reports to evaluate the performance of various departments or units. 4. Quick Location There is no denying the fact that business executives need information for quick decision-making. As top executives are found to be busy for various purposes), they need vital sources of information. Such sources can be business reports.

111. 5. Development of skill Report writing skill develops the power of designing, organization coordination, judgment, and communication. 6. Neutral presentation of facts Facts are required to be presented in a neutral way; such presentation is ensured through a report as it investigates, explains, and evaluates any facts independently. 7. Professional Advancement The report also plays a major role in professional achievement. For promotion to the rank and file position, satisfactory job performance is enough to help a person. But for promotion to a high-level position, intellectual ability is highly required. Such ability can be expressed through the report submitted to a higher authority. 8. Proper Control Whether activities are happening according to plan or not is expressed through a report. So, controlling activities are implemented based on the information of a report. 9. A managerial Tool Various reports make activities easy for managers. For planning, organizing, coordinating, motivating, and controlling, the manager needs help from a report which acts as a source of information. 10. Encountering Advance and Complex Situation In a large business organization, there is always some sort of labor problems that may bring complex situations. To tackle that situation, managers take the help of a report. The discussions mentioned above justify the importance of reports in our daily life.

112. report writing format 1. Title The title of your report should be clear in its wording. It must say exactly what the report is about. Remember that this isn’t a novel. Include a subtitle if necessary, making sure the font size of each subtitle is smaller than the title. In terms of design , your title can be designed as an inviting cover page. There needs to be  a clear hierarchy  in how the title looks . 2Table of contant Always leave the Table of Contents page until the end. You can’t write a table of contents if you don’t know all of your page numbers yet.  However, if your Body outline already has each of your section and subsection titles defined, you can add those to the contents and leave the numbering for later . 3 Summary Likewise, the summary of the report is best done after you’ve finished writing the report. You can draft a summary at the beginning to help you continue with the work, but you’ll definitely want to revisit it at the end. A summary is a  blurb of the entire report . It must include the purpose, the process and a snippet of the resolution.

113. introduction In the introduction, state what the report is about and why it has been created. Depending on the  length of your report , the introduction is a paragraph to an entire page long.  For example, one paragraph is enough for a social media report introduction while an entire page would be more suitable  for an annual report . 5: body The body of your report is where all the information is put together. Follow your initial outline to maintain consistent flow in the content creation.  Write the body content  as sections and subsections.  Furthermore, use bullet points and  data visualization as visual cues . These will help your audience to better understand the content of your report.  6. conclusion Close your report with  a well-crafted conclusion . Formulate it as a brief summary of what was covered within the report, and be sure to include a mention to the recommendations section and the resources in the appendix.

114. 7: Recommendation Craft the recommendations section as a set of actionable steps  with smart goals associated  along with possible solutions. This section is irrelevant for school reports or book reports, but is essential in a business setting . 8. appendix. This is the section where you  list all your sources  if it’s a research report. You should also add any links that are relevant to the report – or previous reports about the same topic.  You could even link an interactive version of the report you just created with Visme . Visme allows you to create interactive and animated documents that can be published to the web with a single click, offering a new dimension to your report. A good rule of thumb when creating your appendices is to only add information that is relevant to the report or that you referenced when writing your report. Use reference annotations inside the report to link to the content in the appendix.   Write the body of the report before writing the introduction or conclusion. Use as much visualization as possible, but not “just for the sake of using visuals.” Make sure every visual has a purpose. Review your writing skills  to craft a well-written report. For example, use active voice and refrain from using too many acronyms. Also, use simple language and stay away from word stuffing. Stick to the facts! Be clear and concise. Use a grammar checker like  Grammarly . Even your best KPIs and ROIs won’t save you from bad grammar. Try to keep the appendix small. Don’t make it so long that it gets burdensome.  

115. presentation skill Set your goals. Ask yourself what you want to achieve with your  presentation  and how it's going to benefit your audience. ... Show some passion. ... Use personal stories. ... Add some humour. ... Include take-home points. ... Ask questions. ... Be prepared. ... Practise - then practise again.

116. improving your presentation skill 1. Practice!  Naturally, you'll want to rehearse your presentation multiple times. While it can be difficult for those with packed schedules to spare time to practice, it's essential if you want to deliver a rousing presentation. I’m famous around the office for staying up late the night before a big presentation, practicing over and over. If you really want to sound great, write out your speech rather than taking chances winging it – if you get nervous about speaking, a script is your best friend. Try to practice where you'll be delivering your talk. Some acting strategists suggest rehearsing lines in various positions – standing up, sitting down, with arms open wide, on one leg, while sitting on the toilet, etc. (OK, that last one may be optional.) The more you mix up your position and setting, the more comfortable you'll feel with your speech. Do a practice run for a friend or colleague, or try recording your presentation and playing it back to evaluate which areas need work. Listening to recordings of your past talks can clue you in to bad habits you may be unaware of, as well as inspiring the age-old question: "Is that what I really sound like?" 2. Transform Nervous Energy Into Enthusiasm.  It may sound strange, but I'll often down an energy drink and blast hip-hop music in my earphones before presenting. Why? It pumps me up and helps me turn jitters into focused enthusiasm. Studies have shown that an enthusiastic speech can win out over an eloquent one, and since I'm not exactly the Winston Churchill of presenters, I make sure that I'm as enthusiastic and energetic as possible before going on stage. Of course, individuals respond differently to caffeine overload, so know your own body before guzzling those monster energy drinks.

117. Attend Other Presentations.  If you're giving a talk as part of a conference, try to attend some of the earlier talks by other presenters to scope out their presentation  skills  and get some context. This shows respect for your fellow presenters while also giving you a chance to feel out the audience. What's the mood of the crowd? Are folks in the mood to laugh or are they a bit more stiff? Are the presentations more strategic or tactical in nature? Another speaker may also say something that you can play off of later in your own presentation. 4. Arrive Early.  It's always best to allow yourself plenty of time to settle in before your talk. Extra time ensures you won't be late (even if Google Maps shuts down) and gives you plenty of time to get adapted to your presentation space. 5. Adjust to Your Surroundings.  The more adjusted to your environment you are, the more comfortable you'll feel. Make sure to spend some in the room where you will be delivering your presentation. If possible, practice with the microphone and lighting, make sure you understand the seating and be aware of any distractions potentially posed by the venue (e.g., a noisy road outside).

118. 6. Meet and Greet.  Do your best to chat with people before your presentation. Talking with audiences makes you seem more likeable and approachable. Ask event attendees questions and take in their responses. They may even give you some inspiration to weave into your talk. 7. Use Positive Visualization.  Whether or not you’re a Zen master, know that plenty of studies have proven the effectiveness of positive visualization. When we imagine a positive outcome to a scenario in our mind, it's more likely to play out the way we envision. Instead of thinking "I'm going to be terrible out there" and visualizing yourself throwing up mid-presentation, imagine yourself getting tons of laughs while presenting with the enthusiasm of Jimmy Fallon and the poise of Audrey Hepburn (the charm of George Clooney wouldn't hurt either). Positive thoughts can be 8. Remember That Most Audiences Are Sympathetic. One of the hardest fears to shake when speaking in public is that the audience is secretly waiting to laugh at your missteps or mistakes. Fortunately, this isn’t the case in the vast majority of presentations. The audience wants to see you succeed. In fact, many people have a fear of public speaking, so even if the audience seems indifferent, the chances are pretty good that most people listening to your presentation can relate to how nerve-racking it can be. If you start to feel nervous, remind yourself that the audience gets it, and actually wants to see you nail it. 9. Take Deep Breaths.  The go-to advice for jitters has truth to it. When we're nervous, our muscles tighten--you may even catch yourself holding your breath. Instead, go ahead and take those deep breaths to get oxygen to your brain and relax your body. 10. Smile.  Smiling increases endorphins, replacing anxiety with calm and making you feel good about your presentation. Smiling also exhibits confidence and enthusiasm to the crowd. And this tip works even if you're  doing a webinar  and people can't see you.

119. 14. Actively Engage the Audience. People love to talk and make their opinions heard, but the nature of presentations can often seem like a one-sided proposition. It doesn’t have to be, though. Asking the audience what they think, inviting questions, and other means of welcoming audience participation can boost engagement and make attendees feel like a part of a conversation. It also makes you, the presenter, seem much more relatable. Consider starting with a poll or  survey . Don’t be put off by unexpected questions – instead, see them as an opportunity to give your audience what they want . Be Entertaining. Even if your presentation is packed with useful information, if your delivery bombs, so will your session. I find that  including some jokes  and light-hearted slides is a great way to help the audience (and myself) feel more comfortable, especially when presenting them with a great deal of information. However, it’s important to maintain a balance – after all, you’re not performing a stand-up routine, and people didn’t come to your presentation with the sole intention of being entertained. That said, don’t be afraid to inject a little humor into your talk. If you’re not sure about whether a presentation is “too much,” run through it for a couple of friends and ask them to tell it to you straight. 16. Admit You Don’t Have All the Answers. Very few presenters are willing to publicly concede that they don’t actually know everything because they feel it undermines their authority. However, since we all know that nobody can ever know everything about a given topic, admitting so in a presentation can actually improve your credibility. 17. Use a Power Stance.  Practicing confident body language is another way to boost your pre-presentation jitters. When your body is physically demonstrating confidence, your mind will follow suit. While you don't want to be jutting out your chest in an alpha gorilla pose all afternoon (somebody enjoyed  Dawn of the Planet of the Apes  a bit too much), studies have shown that using power stances a few minutes before giving a talk (or heading to a big interview) creates a lasting sense of confidence and assurance. Whatever you do, don't sit--sitting is passive. Standing or walking a bit will help you harness those stomach bats (isn't that more appropriate than butterflies?). Before you go on stage, strike your best Power Ranger stance and hold your head high! 18. Drink Water.  Dry mouth is a common result of anxiety. Prevent cottonmouth blues by staying hydrated and drinking plenty of water before your talk (just don't forget to hit the bathroom before starting). Keep a bottle of water at arm's reach while presenting in case you get dry mouth while chatting up a storm. It also provides a solid object to hurl at potential hecklers. (That'll show ' em .) ). 20. Don't Fight the Fear.  Accept your fear rather than trying to fight it. Getting yourself worked up by wondering if people will notice your nervousness will only intensify your anxiety. Remember, those jitters aren't all bad – harness that nervous energy and transform it into positive enthusiasm and you'll be golden. We salute you, O Captain! My Captain!