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We cannot do todays job with yesterdays methods and be in business tomorrow --- Nelson Jackson
A Group of Donkeys lead by a lion can defeat a group of lions lead by a donkey ---Socrates
Management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims.
DEFINITIONS OF MANAGEMENT
1.
F. W. Taylor: Management is the art of knowing exactly what you want (the men) to do, and then seeing that it is done in the best and the cheapest way.
2. Peter. F. Drucker: Management is a multipurpose organ that manages business, manages managers, and manages workers and work. 3. Louis Allen: Management is what a manager does. 4. Koontz and weihrich: management is the process of designing and maintaining an environment in which individuals, working together in a group, efficiently accomplish selected goals. 5. Finally, the term can be defined as: Management is a process of planning, organizing, staffing, directing, and controlling human efforts to achieve organisational objectives effectively.
Managing as practice is an art; the organized knowledge underlying the practice may be referred to as a science.
Management as An Art: Art can be defined as: An art means practical know-how or skills in getting the desired result with less efforts, less cost, and less time. Since all main conditions of an art are satisfied with management, the conclusion is that management is an art.
MANAGEMENT AS A SCIENCE: Science can be defined as: A science is a fact-based, critically tested systematized body of knowledge pertaining to a specific field. The knowledge is accumulated through study, experience and experimentation. The scientific knowledge produces impersonal results, and it can be empirically tested and universally applied. The conclusion is that management is not an exact science like chemistry, mathematics, biology, or physics.
Conclusion: Management is both a science and an art. Finally, we can say that management is the artful science a science with an art.
1. Management is a Process 2. Abstract Phenomenon 3. Goal-oriented 4. Decision-making 5. Working with and Through People 6. Factor of Production 7. Integrated Activity 8. As Art and a Science 9. Management as a Profession 10.Management as a Universal Activity 11.Multidisciplinary Subject
Management is a Process
A process consists of a series of interrelated activities or steps to be followed in a sequence and it always restarts with the first step.
Abstract Phenomenon
Management cannot be seen or touched like a physical object. It is invisible/intangible knowledge. The knowledge consists of concepts, functions, principles etc. and is used to obtain the desired results.
Goal-oriented
The primary task of management is achievement of goals. The goals can be defined as the end expected results that can be actualized in the future. If one has nothing to achieve, there is no need of management.
Decision-making
Every function of management consist of a set of decisions. Success of an org depends on the quality of decisions taken by its managers.
A manager makes the people in an org to work. He himself doesn't perform the actual work but is responsible for leading, motivating, directing and controlling the efforts of people to get the desired results.
Factor of Production
It is the managers job to see the factors of production are organised and coordinated in an optimum manner to get maximum possible results.
Integrated activity
Management integrates the activities and functions of various groups and departments. Integration is necessary to ensure that all people, groups, and departments work consciously and actively for the same purpose. If they are not integrated the effort get neutralized, and consequently fail to achieve the objectives.
Management is both as art and a science. An art concerns with practical use of managerial knowledge and a science concerns with systematic development of knowledge.
As a profession
A profession is specialized knowledge which is based on intensive study, experience and observation, and is used to serve others for fees. Management is considered an emerging profession moving towards professional status.
Management is universal with reference to fundamentals- concepts, processes, principles, and functions. But it is not considered universal in practice.
Multi-disciplinary subject
Management has enriched its knowledge by borrowing concepts, principles, and theories from disciplines like economics, marketing, sociology, psychology, etc. Management is a combination of all these subjects or disciplines.
Other characteristics
It is a system of authority It is a field of study or a discipline It is a multipurpose organ It follows a dynamic approach It is essentially a leadership activity It is an organised activity It is a relationship among resources It is a social system It is what a manager does, but not what a manager is It is a group of functions, and not a group of people
The five managerial functions around which managerial knowledge are organized: planning, organizing, staffing, directing, controlling.
1.Planning (including forecasting and decision-making) 2.Organizing (including delegating) 3.Staffing (including manpower planning, recruitment and selection, training and development, etc.) 4.Directing (including motivation, leadership, communication, and supervision) Also called coordination because coordination is the result of direction
Levels in management
Top level management
Board of directors Chairman Chief executive
Analyze and evaluate the business environment and determine the firms response to it Determine the objectives Formulate policies, rules, procedures, budget. Decide the structure of the org Deal with financial and technological issues Integrate the efforts of departmental heads Motivate emp and boost their morale Build and maintain healthy public relations, and represent the unit to the outside world ( stake holders/public) Guide , supervise, review and control middle level executives Strategic decisions such as contracts, mergers, acquisitions.
To achieve and exceed the Assigned objective by ensuring that each and every member of the team achieves and / or surpasses his / her respective objective.
5 Differences
Worker Works alone Does the work Like a player in the team Is lead and Managed Responsibility: Single Manager Works with others Develops people/customers Like a coach and a counsel; Pitches in as player when needed. Is the Leader/Manager according to the condition Responsibility : Various
Key Responsibilities
Ensuring achievement of assigned Teams and individual team members objectives Decision Making Ensuring his objectives achievement covering up deficit of anyone in his team. Focus on Brands / New Products Distribution Channel Management Timely Reporting and Feedback Developing Team Members Market Development Market Intelligence Strong Customer Focus Planning, Monitoring & Controlling Appraising &Reviewing Necessary course corrections
always succeed in getting more output and better results from his team members and they will deliver this willingly!
Managerial roles
Todays managers, irrespective of the nature of job or place in hierarchy in the org perform more or less similar functions such as planning, organizing, staffing, directing and controlling to achieve org goals. Performing functions indicates managerial role. Henry mintzberg has identified ten roles in 3 sets of functions that a manager has to perform, They are:
3 interpersonal roles 3 informational roles 4 decision roles
Interpersonal Roles
Figurehead Leader Liaison
Informational Roles
Monitor Disseminator Spokesperson
Decisional Roles
Entrepreneur Disturbance handler Resource Allocator Negotiator
Interpersonal Roles
Figure head
A manager performs duties of legal or ceremonial nature, such as welcoming visitors, giving testimonials to emp and performing other similar roles.
Leader
A manager provides a dynamic leadership to his subordinates by guiding, instructing and motivating them and maintaining healthy relationships with them.
Liaison
Performance of any org depends on the relationship among its different departments and branches. In this role, manager establishes horizontal contacts among various departments and their activities.
Informational Roles
Monitor
Manager receives and analyzes info from i/o the org and transmit the same to appropriate people
Disseminator
He disseminates the info by mail, phone, meeting and other suitable media.
Spokesperson
He acts as a representative of the org to transmit the info to outside world. He plays the role of a spokesperson with trade unions, media, govt officials, and others.
Decisional Roles
Entrepreneur
A manager assumes the role of an entrepreneur when he initiates changes in the org to bring about innovation and improvement in the existing methods or tech. He acts as a troubleshooter and provides speedy soln in a crisis. In case of an accident, breakdown of machines, dispute or conflict among emp, strike, lockout, loss of valuable customers, failure of contracts etc. He has to decide on the allocation of the resources in such a way that every individual or dept gets adequate resources. He is often required to negotiate with parties within and outside the org to arrive at an amicable and profitable settlement. He negotiates with subordinate for better commitment for loyalty, with peers for coordination and integration, with workers and trade unions for work related conditions, with govt facilities, with other parties for extending necessary support.
Disturbance handler
Resource Allocator
Negotiator
All managers carry out managerial functions, but the time spent for each function may differ.
The four skills required of administrators: Technical skills Human skills Conceptual skills Design skills
Frederick Taylor and Scientific Management Fayol, the Father of Modern Operational Management Theory Elton Mayo and F. Roethlisberger and the Hawthorne Studies Recent Contributors to Management Thought, including Peter Drucker
Characteristics of bureaucracy
Jobs are divided into specialized tasks Standardized process-rigorous rules Well defined hierarchy Life long employment Career progression based on qualifications Centralized power
Scientific Management
Frederick Winslow Taylor(1856-1915) 1878- joined as worker at Midvale steel works. Graduated in science and engineering through evening study 1898- joined Bethlehem steel company as Engineer
Scientific Management
Administrative theory
In general, the improvement in productivity was due to such social factors as morale, satisfactory interrelationships between members of a work group (a "sense of belonging"), and effective managementa kind of managing that would understand human behavior, especially group behavior, and serve it through such interpersonal skills as motivating, counseling, leading, and communicating.
Peter Drucker
The greatest management thinker of 20th Century His major contribution to management is Management by Objectives MBO Jointly setting objectives by the managers and employees Periodical evaluation of performance Provide feedback to the employee Reward according to the results.
Managerial practice depends on circumstances ( contingency or situation). Contingency theory recognizes the influence of given soln on org behavior patterns. Situational factors:
Organization size Routineness of task technology Environmental uncertainty Individual differences
Cultural differences Customer diversity Emp diversity Legal regulations Technology Org structure environment
Systems concepts have broad applicability. Systems have boundaries, but they also interact with the external environment; that means org are open systems. The enterprise receives inputs, transforms them and exports the outputs to the environment.
Inputs
Transformation process
outputs
External environment
Focuses on providing dependable, satisfying products and services that are fit for use as well as conforming to quality requirements. The general concepts are continuous improvement, attention to details, team work and quality education.
Learning organizations
Learning org are org where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole world together. - Peter Senge Peter Senge explains the five disciplines of learning org they are:
Systems thinking Personal mastery Mental models Shared vision Team learning
1.Systems Thinking 5.Team Learning The Learning Organization Focus 3.Mental 4.Shared Models Vision 2.Personal Mastery
A Learning Organization
SYSTEMS THINKING: Integrating all the functions in an organization into a cohesive structure.
PERSONAL MASTERY: Personal and professional development that is in sync with the organizations goals.
MENTAL MODELS: Internalized frameworks and generalizations of how an organization works and responds to its environment.
SHARED VISION: Developing commitment using shared pictures of the future; Everyone working for a common, agreed upon future.
To workers:
Motivate workers Can become more creative and innovative Knowledge sharing Interdependency increases Social interaction improves
Organizational benefits:
Traditional practices are broken Improvement in customer relations Can adapt to changes effectively in terms of technology , market improvement and facing competitors. Org pools up with expertise and knowledge and helps in problem solving.
It refers to such decisions and activities of a manager which provide for the welfare of the society as a whole along with the earning of profit for the firm. Manager has to function to discharge social responsibility.
Social responsibility
The objective concern of business firm for the welfare of the society and it involves following by the management of such policies, making of such decisions or following of such lines of action which are desirable in terms of objectives and values of our society.
A business firm should not ignore the welfare of the society. Policies and decisions of the business enterprise, should focus on values of society. Earning profit by honoring values of society and finally assist the promotions of welfare of the society.
Social responsibility
Meaning Conscious effort to operate in a manner that creates a win-win situation for all stake holders. Who are the stake holders in a business Investors Customers Suppliers Employees The government The community Business competitors
Levels of social responsibility From worst to best Social obstruction Social obligation Social reaction Social involvement