Management

Management is an individual or a group of individuals that accept responsibilities to run an

organisation. They Plan, Organise, Direct and Control all the essential activities of the
organisation. Management does not do the work themselves. They motivate others to do the
work and co-ordinate (i.e. bring together) all the work for achieving the objectives of the
organisation.

Management brings together all Six Ms i.e. Men and Women, Money, Machines, Materials,
Methods and Markets. They use these resources for achieving the objectives of the organisation
such as high sales, maximum profits, business expansion, etc.

Features of Management

Following image depicts fourteen important features of management.

The nature, main characteristics or features of management:

1. Continuous and never ending process.

2. Getting things done through people.
 3. Result oriented science and art.
4. Multidisciplinary in nature.
5. A group and not an individual activity.
6. Follows established principles or rules.
7. Aided but not replaced by computers.
8. Situational in nature.
9. Need not be an ownership.
10. Both an art and science.
11. Management is all pervasive.
12. Management is intangible.
13. Uses a professional approach in work.
14. Dynamic in nature.

Now let's briefly discuss each feature of management.

1. Continuous and never ending process

Management is a Process. It includes four main functions, viz., Planning, Organising, Directing
and Controlling. The manager has to Plan and Organise all the activities. He had to give proper
Directions to his subordinates. He also has to Control all the activities. The manager has to
perform these functions continuously. Therefore, management is a continuous and never ending
process.

2. Getting things done through people

The managers do not do the work themselves. They get the work done through the workers. The
workers should not be treated like slaves. They should not be tricked, threatened or forced to do
the work. A favourable work environment should be created and maintained.

3. Result oriented science and art

Management is result oriented because it gives a lot of importance to "Results". Examples of

Results like, increase in market share, increase in profits, etc. Management always wants to get
the best results at all times.
4. Multidisciplinary in nature

Management has to get the work done through people. It has to manage people. This is a very
difficult job because different people have different emotions, feelings, aspirations, etc.
Similarly, the same person may have different emotions at different times. So, management is a
very complex job. Therefore, management uses knowledge from many different subjects such as
Economics, Information Technology, Psychology, Sociology, etc. Therefore, it is
multidisciplinary in nature.

5. A group and not an individual activity

Management is not an individual activity. It is a group activity. It uses group (employees) efforts to
achieve group (owners) objectives. It tries to satisfy the needs and wants of a group (consumers).
Nowadays, importance is given to the team (group) and not to individuals.

6. Follows established principles or rules

Management follows established principles, such as division of work, discipline, unity of

command, etc. These principles help to prevent and solve the problems in the organisation.

7. Aided but not replaced by computers

Now-a-days, all managers use computers. Computers help the managers to take accurate
decisions. However, computers can only help management. Computers cannot replace
management. This is because management takes the final responsibility. Thus Management is
aided (helped) but not replaced by computers.

8. Situational in nature
Management makes plans, policies and decisions according to the situation. It changes its style
according to the situation. It uses different plans, policies, decisions and styles for different
situations.

The manager first studies the full present situation. Then he draws conclusions about the
situation. Then he makes plans, decisions, etc., which are best for the present situation. This is
called Situational Management.

9. Need not be an ownership

In small organisations, management and ownership are one and the same. However, in large
organisations, management is separate from ownership. The managers are highly qualified
professionals who are hired from outside. The owners are the shareholders of the company.

10. Both an art and science

Management is result-oriented. Therefore, it is an Art. Management conducts continuous

research. Thus, it is also a Science.

11. Management is all pervasive

Management is necessary for running a business. It is also essential for running business,
educational, charitable and religious institutions. Management is a must for all activities, and
therefore, it is all pervasive.

12. Management is intangible

Management is intangible, i.e. it cannot be seen and touched, but it can be felt and realised by its
results. The success or failure of management can be judged only by its results. If there is good
discipline, good productivity, good profits, etc., then the management is successful and vice-
versa.

13. Uses a professional approach in work

Managers use a professional approach for getting the work done from their subordinates. They
delegate (i.e. give) authority to their subordinates. They ask their subordinates to give
suggestions for improving their work. They also encourage subordinates to take the initiative.
Initiative means to do the right thing at the right time without being guided or helped by the
superior.

14. Dynamic in nature

Management is dynamic in nature. That is, management is creative and innovative. An

organisation will survive and succeed only if it is dynamic. It must continuously bring in new
and creative ideas, new products, new product features, new ads, new marketing techniques, etc.
Hierarchy of an organization

Make your Managers Effective

An "effective" manager takes responsibility for ensuring that each individual within his
department succeeds and that the team or business unit achieves results. Successful managers
require both talent and skill. Effective management skills can be developed through training,
mentoring, and experience. But if a manager is void of natural talent, then the odds that he will
be successful diminish significantly.

 Develop Managers

The most productive companies are typically more proactive than their peers when it comes to
identifying and developing effective managers. The six most common managerial success traits
include communication, leadership, adaptability, relationships, development of others, and
personal development.

 Teach Communication Skills

A manager with good communication skills is able to instruct as well as he listens. Managers
who can communicate effectively can process information, and then relate it back to their teams
clearly. Effective managers should be able to understand, decipher, and relate the organization's
vision back to their employees in order to maintain productivity.

 Expand Leadership Skills

Leadership is a crucial attribute that many managers lack despite their job title. It is common
practice for companies to promote employees with the best results, but sometimes the best
salesman doesn't make the best manager. True leaders are able to instill trust, provide direction,
and delegate responsibility amongst team members.

 Encourage Adaptability

Adaptability also contributes to a manager's effectiveness. When a manager is able to adjust

quickly to unexpected circumstances, he is able to lead his team to adjust as well. Adaptability
also means that a manager can think creatively and find new solutions to old problems.

 Foster Interpersonal Skills

Effective managers should strive to build personal relationships with their teams. Employees are
more likely to exceed expectations when they trust their manager. When managers establish a
relationship with employees, it builds trust and employees feel valued. Valued employees are
more willing to get the job done right.

The best managers know when their employees need more development, and how to ensure
those developments are successful. Developing others involves cultivating each individual's
talents, and motivating those individuals to channel those talents toward productivity.

 Promote Personal Growth

Finally, an effective manager is aware of their own personal development. In order to

successfully develop and lead others, managers must seek improvement in themselves. A
manager who is willing to learn more and use their natural talents to the best of their ability will
be able to encourage the same behavior in employees.

Effective management skills are comprised of several key components, and are not easily
achieved. Organizations need to recognize the traits associated with successful management, and
then promote employees based on those traits. The highest achieving employees do not always
make the best managers, but employees that naturally exude the attributes desired by managers
are sure to be effective and successful in management roles.

Leadership/Management Skills. Every employer desires someone who has the proven ability
to be a leader. The primary skills in this area deal with your ability to take charge and manage
your co-workers, meet goals and adhere to high standards.
Sample bullet point describing this skill:

 Goal-driven leader who maintains a productive climate and confidently motivates,

mobilizes, and coaches employees to meet high performance standards.

The best way to enhance your skill in this area is obviously experience. Every new challenge,
whether at work or in your personal life, provides you with the opportunity to enhance your
leadership skills. But there are other ways in which you can enhance your skills in this area. I
have found that by reading about great leaders, be it in politics, business or another area, you can
identify their attributes and emulate them in your own life.

You also need to be able to communicate the experiences that you have had in the areas of
leadership and management in a meaningful way. Make sure that you outline in great detail your
“top 3 to 5” leadership/management success stories. Make sure that you are “connecting the
dots” for the hiring manager so that they know you can hit the ground running as a leader in the
organization.

7. Multicultural Sensitivity/Awareness. Our society and our workplace is more diverse than
ever before. Those who understand and can demonstrate a sensitivity and awareness to other
people and cultures will be the most successful in the long-run. Remember that diversity and
multiculturalism is not simply about race or creed. It goes far beyond that and encompasses
thoughts and perspectives as well. You will need to be able to communicate to the hiring
manager a respect and appreciation for differing views as well as a sensitivity to those who may
be “different” than you.

Sample bullet point describing this skill:

 Personable professional whose strengths include cultural sensitivity and an ability to

build rapport with a diverse workforce in multicultural settings.

A good way to increase your skills in this area is to spend time with those who are different from
you. We all get into our comfort zone in our lives. This is a good time to branch out and go
places and do things that you might not normally do. For example, go to an art museum and visit
an exhibit from a culture that is different from yours. You might also look in your local
newspaper for cultural events happening in your area. Be creative in the ways that you seek to
understand cultures and people that are different from yours.

8. Planning/Organizing. In today’s complex and detailed working environment, those who can
effectively plan and organize themselves and others are valuable commodities for employers.
This area focuses directly on your abilities to design, plan, organize, and implement projects and
tasks within an allotted timeframe. Another major part of this is goal-setting.

Sample bullet point describing this skill:

 Results-driven achiever with exemplary planning and organizational skills, along with a
high degree of detail orientation.
Improving your skills in this area is not easy because it takes years to develop these skills
effectively. The best way to start is with organizing small things in your life. However,
communicating this skill to potential employers is easy. Simply weave the concept of planning
and organizing into each situation that you describe in presenting yourself to an employer. For
example, if you are asked about a particular success that you have had in your career, make sure
that you highlight the planning, goal-setting, and particular attention to detail that you had to
achieve in order to have the success that you are describing.

9. Problem-Solving/Reasoning/Creativity. Our work lives are full of problems. Everyday we

are faced with both internal and external issues that affect business. Employers know this and
want to hire people that can solve these problems. This area specifically focuses on your ability
to find solutions to problems using your creativity, reasoning, and past experiences along with
the available information and resources.

Sample bullet point describing this skill:

 Innovative problem-solver who can generate workable solutions and resolve complaints.

Again, this area is one that is difficult to “practice” because it deals with your years of
experience. However, one of the best ways that you can improve your abilities in the area is to
read about leaders who have solved problems in their own business. For example, the Harvard
Business Review has literally thousands of articles of how individuals and companies have
creatively solved problems. By studying their experiences, you have the opportunity to expand
your knowledge in this area.

10. Teamwork. For many years employers hired people to do a specific job. Today, employers
hire people to work with other people to do a specific job. The concept of teamwork dominates
current business literature and has become a focal point in our work culture, from seminars to
workshops to “team-building” retreats. As a potential employee, you must communicate and
demonstrate that you have the ability to work with others in a professional manner while
attempting to achieve a common goal.

Sample bullet point describing this skill:

 Resourceful team player who excels at building trusting relationships with customers and
colleagues.

Again, I believe that reading about successful (and even unsuccessful teams – I suggest reading
“The Five Dysfunctions of a Team: A Leadership Fable” by Patrick M. Lencioni) will help you
to have a better understanding of teamwork. I believe that it is also important to communicate
(through both verbal and non-verbal) that you can assimilate to a new environment quickly and
“connect” with your new co-corkers.

Final Thoughts
This list of skills desired by employers is not an exact science, nor is it the same for every
employer. You need to do your due diligence in researching the company you are interviewing
with to make sure you know exactly what skills that they are seeking in candidates. I can assure
you of one thing. If you work at your ability to communicate knowledge, skills and abilities in
these areas, your confidence as a candidate will certainly increase. Also, though your ability to
effectively communicate your skills in these areas through your resume, cover letter and
interviews, you will certainly increase your chances of landing the job of your dreams.

Classification of Managerial Skills

At all levels, Managers require three types of skills. They are:

1. Technical Skills
2. Human Skill
3. Conceptual Skills

1. Technical Skill: It is the ability of a manager to use the equipments, methods and
techniques involved in performing specific tasks. Technical skill is required more at the
lower level of management I.e. at the supervisory level. At higher levels, the technical
skill is less important as managers can rely upon others for technical information.
2. Human Skill: The ability of a manager to work with, understand, and motivate people in
the organization is known as human skill. It also involves the ability to build effective
work teams. The human aspect of management requires individual as well as group
relations to be maintained and developed for achieving maximum efficiency. Human
skills are important at all levels of management.
3. Conceptual Skill: This consists of the manager's ability to coordinate all organizational
activities and varied interests involved in it. It involves viewing the organization in its
totality and understanding the inter-dependence of its individual parts. Of all the skills,
this conceptual skill is the most difficult skill to acquire. Conceptual skill is very
important for top management in formulating long-range plans, broad policies and
relating the business enterprise to the industry and economy.

Definition of Management

Management is the art of getting things done through people. In a broader sense, it is the process
of planning, organising, leading and controlling the efforts of organisation members and of using
all other organisational resources to achieve stated organisational goals. The definition of
management can be broadly classified into four groups:

1. Process School: The process School defines management in terms of functions undertaken by
the manager in an integrated way to achieve organisational purposes. According to Henri Foyol,
to manage is to forecast and plan, to organise, to command, to cordinate and to control. All other
definitions of management related to this school are either marginal additions, deletions, or
elaborations of the functions listed out in the above definition.
2. Human Relations School: This school emphasises the human aspect of organisation and
conceives it as a social system. It is a social system because managerial actions are principally
concerned with relations between people. In fact, management is concerned with development of
people and not the direction of things. The essence of this school is well reflected in the
definition of Lawrence Appley to whom management is the accomplishment of results through
the efforts of other people.

3. Decision School: The Decision School defines management as rule-making and rule-
enforcing body. In fact the life of a manager is a perpetual choice making activity and whatever a
manager does, he does through his decisions. Moreover, decision making power provides a
dynamic force for managers to transform the resource of business organisation into a productive
and cooperative concern.

4. System and Contingency School: According to this school, organisations like any living
organism must adapt themselves to their environments for survival and growth. Thus,
management involves designing organisations adaptable to changing markets, technology and
other critical environmental factors. The systems theory of organisations are organic and open
systems consisting of interacting and interdependent parts and having a variety of goals.
Managers are supposed to maintain balance among the conflicting objectives, goals and activities
of members of the organisation. He must achieve results efficiently and effectively. According
Contingency School there is no best way to design organisations and manage them. Managers
should design organisations, define goals and formulate policies and strategies in accordance
with the prevailing environmental conditions.

Different schools of thought defined management differently due to three reasons: 1. Difference
in perspectives of management and organisation theories, 2. shifts in emphasis in the study of the
organisation from economic and technical aspects to conceptual and human aspects, and 3. focus
on internal and external environments of the organisation.