Administrationvs.

Management

According to Theo Haimann, Administration means overall determination of policies, setting of major objectives, the identification of general purposes and laying down of broad programs and projects. It refers to the activities of higher level. It lays down basic principles of the enterprise. According to Newman, Administration means guidance, leadership & control of the efforts of the groups towards some common goals. Whereas, management involves conceiving, initiating and bringing together the various elements; coordinating, actuating, integrating the diverse organizational components while sustaining the viability of the organization towards some pre-determined goals. In other words, it is an art of getting things done through & with the people in formally organized groups. The difference between Management and Administration can be summarized under 2 categories: 1. Functions 2. Usage / Applicability

On the Basis of Functions: Basis Management Administration

Meaning

Management is an art of getting things done through others by directing their efforts towards achievement of predetermined goals.

It is concerned with formulation of broad objectives, plans & policies.

Nature

Management is an executing function.

Administration is a decision-making function.

Process

Management decides who should as it &how should he dot it.

Administration decides what is to be done & when it is to be done.

Function

Management is a doing function because managers get work done under their supervision.

Administration is a thinking function because plans & policies are determined under it.

Skills

Technical and Human skills

Conceptual and Human skills

Level

Middle & lower level function

Top level function

On the Basis of Usage: Basis Management Administration

Applicability

It is applicable to business concerns i.e. profit-making organization.

It is applicable to non-business concerns i.e. clubs, schools, hospitals etc.

Influence

The management decisions are influenced by the values, opinions, beliefs & decisions of the managers.

The administration is influenced by public opinion, govt. policies, religious organizations, customs etc.

Status

Management constitutes the employees of the organization who are paid remuneration (in the form of salaries & wages).

Administration represents owners of the enterprise who earn return on their capital invested & profits in the form of dividend.

Organizations are, however, much more than means for providing goods and services. They create the settings in which most of us spend our lives. In this respect, they have profound influence on employee behavior. However, because large-scale organizations have developed only in recent times, we are just now beginning to recognize the necessity for studying them. Researchers have just begun the process of developing ways to study the behavior of people and organizations. The Origins of Management The modern study of management started around 1900. It is probable, however, that the management process first began in the family organization, later expanded to the tribe, and finally pervaded the formalized political units such as those found in early Babylonia (5000 B.C.) The Egyptians, Chinese, Greeks, and Romans were all noted in history for major managerial feats such as building of the pyramids, organizing governments, planning military maneuvers, operating trading companies that traversed the world, and controlling a geographically dispersed empire. A Brief History Lesson A review of the early history of management dating back over 7,000 years ago suggests that management as a process was based on trial and error, with little or no theory and virtually no sharing of ideas and practices. This lack of sharing slowed the influence of management practices throughout the world. Management for thousand s of years was based on trying an approach that seemed to be suited for accomplishing a particular goal. There was no common body of knowledge or theoretical basis for managing the Roman Empire or building the Great Pyramid of Cheops. The period between 1700 and 1785 is referred to as the Industrial Revolution in England. As a nation, England changed dramatically from a rural society to the workshop of the world. She was the first nation to successfully make the transition from a rural-agrarian society to an industrialcommercial society. Management of the workshops of England was characterized by n emphasis on efficiency, strict controls, and rigid rules and procedures. Industrialization A new industrial era began in the United States around the time of the Civil War. There was a dramatic expansion of mechanical industries such as railroad. In addition, large industrial manufacturing complexes grew in importance. Attempts to better plan, organize, and control the work of these complexes led managers to discuss their situations and present papers at meetings. Scientific Management In 1886, an engineer named Frederick W. Taylor (Father of Scientific Management) was concerned with formulation of his philosophy of scientific management by proposing set of

principles that were designed to make employees more productive. He stated that the principles of management were to: Develop a science for each element of an employers work, which replaces the old ruleof-thumb method. Scientifically select and train, teach, and develop the worker, wheras in the past a worker chose the work to do and was self-trained. Heartily cooperate with each other to ensure that all work was done in accordance with the principles of science. Assure an almost equal division of work and the responsibility between management and nonmanagers. Taylor was key in the promotion of the role of management in organizations. He had a lasting impact on a unified, coherent method to improve the managers peform their jobs. Functions of Mangement. Henri Fayol, a French industrialist, presented what is considered the first comprehensive statement of a general theory of management. Fayol attributed his success in managing a large mining firm to his system of management which he believed could be taught and learned. He emphasized the importance of carefully practicing efficient planning, organizing, commanding, coordinating, and controlling. Fayols approach was a significant contribution in that presented three important developments that have had a lasting impact in the field. 1. Management is a separate body of knowledge that can be applied in any type of organization. 2. A theory of management can be learned and taught. 3. There is a need for teaching management in colleges.

Basic Foundations of Administrative Behavior Administrative Behavior: a Study of Decision-Making Processes in Administrative Organization is a book written by Herbert A. Simon (19162001). It asserts that "decision-making is the heart of administration, and that the vocabulary of administrative theory must be derived from the logic and psychology of human choice," and it attempts to describe administrative organizations "in a way that will provide the basis for scientific analysis." Administrative Behavior vs. political thought One part of organizational politics includes the manipulations of an individual to get other employees to perform or act as the manipulator desires. The other part of the organizational politic game is the negotiation and cooperation with or resistance to the manipulator (Clarke, 1990).

When dealing with company politics employees should know the rules, cultivate a positive image, and keep employers perspective in mind (McKay, 2006). According to Clarke (1990), "We all have hopes and wishes in relation to other people. We all try to make those hopes and wishes come true. That is political action." Politics will always be a part of an organization, as long as people are involved. Like it or not, politics and power is everywhere. For employees to advance in their career, they need to recognize and accept the game in their organization.

Administrative behavior vs. Individual needs One of your most important responsibilities as a leader is to understand the needs of those around you --both the people you work with and the community you serve. Understanding the needs of your staff and volunteers can result in strong relationships with a committed group of people, build morale and reach shared goals. To understand people's needs, you usually need to ask what they are, and then be prepared to act on what they tell you. A leader who has shown he understands and tries to meet the needs of the members of his group is more than likely to have a group that will try to meet his needs as well.

Administrative behavior vs. Organizational culture Organizational culture refers to the beliefs and values that have existed in an organization for a long time, and to the beliefs of the staff and the foreseen value of their work that will influence their attitudes and behavior. Administrators usually adjust their leadership behavior to accomplish the mission of the organization, and this could influence the employees' job satisfaction. Culture is socially learned and transmitted by members; it provides the rules for behavior within organizations. The definition of organizational culture is of the belief that can guide staff in knowing what to do and what not to do, including practices, values, and assumptions about their work. The core values of an organization begin with its leadership, which will then evolve to a leadership style. Subordinates will be led by these values and the behavior of leaders, such that the behavior of both parties should become increasingly in line. When strong unified behavior, values and beliefs have been developed, a strong organizational culture emerges.

Leaders have to appreciate their function in maintaining an organization's culture. This would in return ensure consistent behavior between members of the organization, reducing conflicts and creating a healthy working environment for employees.

Administrative behavior vs. Value system A value system is a set of consistent ethic values (more specifically the personal and cultural values) and measuresused for the purpose of ethical or ideological integrity. Great administrators understand that it is their capacities to shape values and educate through vivid, living, personal example that ultimately directs the course of a firm. The way people think about customers and co-workers, the way they behave, and their impressions of right and wrong are all influenced by watching the way their leaders live out the organizations values. Your business or organization must constantly adapt in order to remain viable and profitable in a changing environment. Knowledge of peoples motivational drivers and their propensity to embrace change is important because you will not succeed if you do not take staff and other key people with you. The organization must understand and respond to the values and needs of its stakeholders. If the organization is to respond effectively to these needs, then staff attitudes and values must be in alignment with those of the organization. This will enable management to define the gaps and design development activities, which will maximize proutivity, ffiirny and development.