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INFOSYS LIMITED

Infosys Limited (NASDAQ: INFY) was started in 1981 by seven people

with US$ 250 . Today, it is a global leader in the "next generation" of ITand consulting with revenues of US$ 6.35 billion.

Infosys defines, designs and delivers technology-enabled businesssolutions for Global 2000 companies. Infosys also provides a completerange of services by leveraging our domain and business expertiseand strategic alliances with leading technology providers.

Their offerings span business and technology consulting , services,systems, product engineering , custom software development,maintenance, re-engineering , independent testing and validationservices , IT infrastructure services and business processoutsourcing .

Infosys pioneered the Global Delivery Model (GDM), which emerged asa disruptive force in the industry leading to the rise of offshoreoutsourcing. The GDM is based on the principle of taking work to thelocation where the best talent is available, where it makes the best economic sense, with the least amount of acceptable risk.

Infosys has a global footprint with 65 offices and 63 development centers in US, India, China, Australia, Japan, Middle East, UK, Germany,France, Switzerland, Netherlands, Poland, Canada and many other

countries. Infosys and its subsidiaries have 133,560 employees as onJune 30, 2011.

Infosys takes pride in building strategic long-term client relationships.99% of their revenues come from existing customers.

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Five functions

performed by Infosys -

1. Planning2. Organising

3. Staffing4. Directing

5. Controlling

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PLANNING

Planning means looking ahead and

chalking out future courses of action to be

followed. It is a preparatory step. It is a

systematic activity which determines

when, how and who is going to perform a

specific job. Planning is a detailedprogramme regarding future courses of

action. It is rightly said Well plan is half

done. Therefore planni ng takes into

consideration available & prospective

human and physical resources of theorganization so as to get effective co-

ordination, contribution & perfect

adjustment. It is the basic management

function which includes formulation of

one or more detailed plans to achieve

optimum balance of needs or demands

with the available resources.

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According to Urwick, Planning is a

mental predisposition to do things in

orderly way, to think before acting and toact in the light of facts rather than

guesses. Pla nning is deciding best

alternative among others to perform

different managerial functions in order to

achieve predetermined goals.

According to Koontz & ODonell, Planning

is deciding in advance what to do, how to

do and who is to do it. Planning bridges

the gap between where we are to, where

we want to go. It makes possible things to

occur which would not otherwise occur.

Steps in Planning Function

Planning function of management involves

following steps:-

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1.Establishment of objectives-

Planning requires a systematic approach.

Planning starts with the setting of goals

and objectives to be achieved.

Objectives provide a rationale for

undertaking various activities as well as

indicate direction of efforts.

Moreover objectives focus the attention of

managers on the end results to be

achieved.

As a matter of fact, objectives provide

nucleus to the planning process.

Therefore, objectives should be stated in

a clear, precise and unambiguouslanguage. Otherwise the activities

undertaken are bound to be ineffective.

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As far as possible, objectives should be

stated in quantitative terms. For example,

Number of men working, wages given,units produced, etc. But such an objective

cannot be stated in quantitative terms

like performance of quality control

manager, effectiveness of personnel

manager.

Such goals should be specified in

qualitative terms.

Hence objectives should be practical,

acceptable, workable and achievable.

2.Establishment of Planning Premises-

Planning premises are the assumptions

about the lively shape of events in future.

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They serve as a basis of planning.

Establishment of planning premises is

concerned with determining where one

tends to deviate from the actual plans and

causes of such deviations.

It is to find out what obstacles are there

in the way of business during the courseof operations.

Establishment of planning premises is

concerned to take such steps that avoid

these obstacles to a great extent.

Planning premises may be internal or

external. Internal includes capital

investment policy, management labour

relations, philosophy of management, etc.

Whereas external includes socio-economic, political and economical

changes.

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Internal premises are controllable

whereas external are non- controllable.

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3.Choice of alternative course of action -

When forecast are available and premises

are established, a number of alternative

course of actions have to be considered.

For this purpose, each and every

alternative will be evaluated by weighing

its pros and cons in the light of resourcesavailable and requirements of the

organization.

The merits, demerits as well as the

consequences of each alternative must be

examined before the choice is being

made.

After objective and scientific evaluation,

the best alternative is chosen.

The planners should take help of various

quantitative techniques to judge the

stability of an alternative.

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4.Formulation of derivative plans-

Derivative plans are the sub plans or

secondary plans which help in the

achievement of main plan.

Secondary plans will flow from the basic

plan. These are meant to support and

expedite the achievement of basic plans.

These detail plans include policies,

procedures, rules, programmes, budgets,

schedules, etc. For example, if profitmaximization is the main aim of the

enterprise, derivative plans will include

sales maximization, production

maximization, and cost minimization.

Derivative plans indicate time schedule

and sequence of accomplishing various

tasks.

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5.Securing Co-operation-

After the plans have been determined, it is

necessary rather advisable to take

subordinates or those who have to

implement these plans into confidence.

The purposes behind taking them into

confidence are:-

Subordinates may feel motivated since

they are involved in decision making

process.

The organization may be able to getvaluable suggestions and improvement in

formulation as well as implementation of

plans.

Also the employees will be more

interested in the execution of these plans.

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6.Follow up/Appraisal of plans-

After choosing a particular course of

action, it is put into action.

After the selected plan is implemented, it

is important to appraise its effectiveness.

This is done on the basis of feedback or

information received from departments or

persons concerned.

This enables the management to correct

deviations or modify the plan.

This step establishes a link betweenplanning and controlling function.

The follow up must go side by side the

implementation of plans so that in the

light of observations made, future planscan be made more realistic.

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The organization has divided the work and

has assingned the task to individuals in

order to achieve the desired goal.

organization has adapted the modern

concept of systems approach based on

human relations and it discards thetraditional productivity and specialization

approach. It operates for the betterment

of employees and does not encourage

monotony of work.

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Staffing Process - Steps involved in

Staffing

Manpower requirements- The very first

step in staffing is to plan the manpower

inventory required by a concern in order to

match them with the job requirements and

demands. Therefore, it involves

forecasting and determining the future

manpower needs of the concern.

Recruitment- Once the requirements are

notified, the concern invites and solicits

applications according to the invitations

made to the desirable candidates.

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Selection- This is the screening step of

staffing in which the solicited applications

are screened out and suitable candidatesare appointed as per the requirements.

Orientation and Placement- Once

screening takes place, the appointedcandidates are made familiar to the work

units and work environment through the

orientation programmes. Placement takes

place by putting right man on the right job.

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Training and Development- Training is a

part of incentives given to the workers in

order to develop and grow them within theconcern. Training is generally given

according to the nature of activities and

scope of expansion in it. Along with it, the

workers are developed by providing them

extra benefits of in depth knowledge of

their functional areas. Development also

includes giving them key and important

jobs as a test or examination in order to

analyze their performances.

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Promotion and transfer- Promotion is said

to be a non- monetary incentive in which

the worker is shifted from a higher jobdemanding bigger responsibilities as well

as shifting the workers and transferring

them to different work units and branches

of the same organization.

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DIRECTING

\In Infosys, managers tell people what todo, how to do it and when to have it

completed by. They assign roles and

responsibilities, set standards, and define

expectations.

Communications - Their manager speaks,

employees listen and react. The only

feedback managers ask for is - "Do you

understand what needs to be done?"

Goal-Setting - The manager establishes

short-term goals with specific deadlines.

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Decision-Making - The manager makes

most if not all decisions. When problems

arise the manager evaluates options,makes decisions and directs employees

as to what actions to take.

Providing Feedback - The manager

provides candid, detailed instructions asto what changes the employee needs to

make.

Rewards and Recognition - Managers

reward and recognize people for followingdirections.

While Directing, the managers at

Infosys keep in mind some key points-

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1. Organize your thoughts before you

begin to speak.

2. Start with the big picture, and then

discuss the details.

3. Make sure your directions are clear and

specific.

4. If possible show employees the desired

output. Take the mystery and guess work

out of what you want.

5. Assign due dates.

6. Provide written instructions if the

directions are complex or lengthy.

7. Get feedback -test the transfer. Ask the

employee to explain in his or her own

words what you want done.

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CONTROLLING

It involves the evaluation of activities that

managers must perform. It is the process

of determining if the company's goals and

objectives are being met. This process

also includes correcting situations inwhich the goals and objectives are not

being met.

In the organization managers first set thestandards of performance of workers.

These standards are levels of

performance that should be met.

These standards are then communicated

to managers who are supervising workers,

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and then to the workers so they know

what is expected of them.

After the standards have been set and

communicated, it is the manager's

responsibility to monitor performance to

see that the standards are being met.

If the standards set have not been met its

the managers responsibility to take

corrective measures with the employeeswho were causing delays. Managers have

to work with the employees.

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