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1.1 Introduction
2.9 Outputs
3.2 Planning
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3.3 Organizing
3.5 Controlling
3.6 Leading
3.7 Summary
1.1 Introduction
Managing is a crucial human activity. Objectives that people cannot not achieve
single-handedly they endeavour to achieve the same through collaborative efforts
using management techniques. As communities have become increasingly reliant
on team efforts and several structured groups have burgeoned, the indispensability
of managers have only increased. The aim of this compendium is to uphold the
efficacy of all organizational employees, particularly managers and budding
managers.
3. All managers have more or less the same objective which is to generate a
surplus.
Most managers and researchers agree that a lucid structuring of information helps
in management analysis. The concepts, theories, tenets, and strategies are
formulated around the fundamental canons of management like planning, leading,
recruitment, controlling, and organizing and define the framework for further
review or analysis.
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This structure has been in vogue for a long time now. Though there are numerous
ways of structuring and processing managerial information, most authors have
generally taken up the eponymous framework despite trying out other options.
Managers are entrusted with the task of preparing strategies that’ll enable all
employees to contribute in an optimum manner for accomplishing group
objectives. Management thus becomes imperative in any type of establishment or
organization big or small, be it a profitable, charitable or not-for-profit enterprise.
The entity could be a hospital, corporate house, government department, college,
school or any non-profit or commercial environment. Almost anybody operating
at the supervisory or managerial level, for instance the bishop, the corporate CEO,
the soccer coach, medical superintendent or the university lecturer has to
effectively implement the managerial functions associated with his or her job
profile.
Almost all managers are responsible for devising techniques that will facilitate all
individuals to contribute optimally for the achievement of team goals. However, a
specific situation may not be of the same nature at different hierarchical levels in
an organization and it might also vary from establishment to establishment.
Furthermore, all managers may not be empowered to the same extent to carry out
the tasks according to his discretion and the nature of problems might vary as
well.
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1.6 All Efficient Managers Perform Essential Functions
Robert L. Katz typified three distinct types of skills for managers and
supervisors. A fourth skill might be added to the existing set and that is the
‘competence or skill to devise solutions’.
1. Technical skill has to do with finesse in carrying out activities that requires
knowledge of processes and procedures. In other words, it involves the use
of certain tools and specific set of strategies. For instance, doctors,
engineers, accountants, architects, and other professionals all have their
specific specialization techniques for carrying out their prescribed tasks.
2. Human skill entails the capability to work with others as a team and also
work towards creating atmosphere where everybody can work freely and
express their viewpoints without any inhibitions.
4. Design Skill means having the competence of not only identifying the
problems or threats that an organization faces but also having the efficacy
to find solutions for those problems. Merely recognizing problems does
not make one a good manager. He should be able to come up with
solutions that will ultimately prove beneficial for the organization.
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The scientific approach calls for having precise concepts that are formed
by summarising or generalizing day to day observations. Scientific terms
and expressions used should be exactly representative of the observations
and facts being analysed. Determining and establishing observed facts
after careful analysis is the essence of the scientific method.
After the facts have been evaluated and scrutinized, scientists and
researchers attempt to find out the correlation or interrelation between and
amongst the analyzed facts. The observed facts that are structured into
hypotheses or theories are then subjected to scrutiny for ascertaining their
exactness. If these hypotheses successfully pass the tests, they become
principles that are unanimously accepted by the entire scientific
community.
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and the other dependent on it. Principles do not set any benchmarks or
standards that one must follow but are mere generalization of observed
facts and can also be prognostic in nature.
The first group of stakeholders who can make the most legitimate claims
are the employees or workers who make the highest level or amount of
contribution by offering their labour. So, they can make a justifiable claim
for a higher remuneration, better incentives, job security, bonuses, and
superannuation benefits.
Then again, clients are undoubtedly the most crucial group of stakeholders
in the external environment who’ll always desire to have products and
services that are of a standard quality and safe and also fairly priced at the
same time. Then you’ve got the group of suppliers comprising wholesalers
and retailers who want to make sure that the organizations outputs
(finished goods and services) will be marketable and saleable.
Governments at all levels (either the federal, state or local level) derive
their revenues from the various taxes, levies, and surcharges they levy on
the organization. They’ll also want that the establishment carry out its day
to day business activities by remaining within the precincts of the laws of
the land. The investing public (read shareholders) that purchases different
stock options offered by the company will expect the organization to pay
high dividends on their investments.
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Again, the society or community in which the organization functions will
expect the same to fulfil its ‘corporate social responsibility’. That in
essence means that the establishment will contribute to the cause of the
economically deprived and socially marginalized sections of the society. It
could also imply that the enterprise will provide employment to the local
youths and that its business or commercial activities do not pollute the
environment.
Apart from the above mentioned groups of claimants, there could be other
categories of stakeholders as well like banks, insurance firms, labour
unions, and so on. The demands or claims that all these diverse groups of
stakeholders make on the enterprises are varied and unrelated as well.
However, the organization will surely run out of steam in trying to satisfy
the demands of all these claimant groups if specialists or experts do not
come to its rescue. And who are these experts, by the way? Whenever we
ask ourselves this question, we are instantly reminded of managers. A
consummate manager should be able to incorporate the discrete claims of
the different groupings in a justifiable and feasible manner.
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2.8 The Communications Process in Management
2.9 Outputs
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and intangibles like products, services, profits, revenues, earnings,
contentment or fulfilment, and goal incorporation of the different groups
of stakeholders.
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3.2 Planning
Planning primarily has to do with chalking out the missions and visions of
an organization or enterprise and thrashing out an action plan for
accomplishing the same. Therefore the function of planning entails
decisions making by managers. To put it more precisely, planning require
managers to scrupulously review the pros and cons of all possible action
plans or courses that are available to them and then select the one that
would be most conducive for their respective organizations.
3.3 Organizing
3.5 Controlling
3.6 Leading
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3.7 Summary
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