Management

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

1. Process : The process defines management in terms of functions undertaken by the manager in an integrated way to achieve organizational purposes. According to Henri Foyol, to manage is to forecast and plan, to organize, 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.

It refers to design and maintain an internal environment in which people working together in groups can perform effectively and efficiently towards the attainment of group goals. It is viewed more broadly as the direction and coordination of the human and nonhuman resources of an organization to achieve outputs which meet the needs of external users. The organization and coordination of the activities of an enterprise in accordance with certain policies and in achievement of defined objectives. Management is often included as a factor of production along with machines, materials, and money. According to the management guru Peter Drucker (1909-2005), the basic task of a management is twofold: marketing and innovation. Practice of modern management owes its origin to the 16th century enquiry into low-efficiency and failures of certain enterprises, conducted by the English statesman Sir Thomas More (1478-1535). As a discipline, management

Management
consists of the interlocking functions of formulating corporate policy and organizing, planning, controlling, and directing an organization's resources to achieve the policy's objectives. The directors and managers who have the power and responsibility to make decisions to manage an enterprise. The size of management can range from one person in a small organization to hundreds or thousands of managers in multinational companies. In large organizations the board of directors formulates the policy which is then implemented by the chief executive officer. Some business analysts and financiers accord the highest importance to the quality and experience of the managers in evaluating an organizations current and future .

Nature and Concept of ManagementNature

of Management

1. Universality: Management is an universal phenomenon in the sense that it is common and essential element in all enterprises. Managers perform more or less the same functions irrespective of their position or nature of the organization. The basic principles of management can be applied in all managerial situations regardless of the size, nature and location of the organization. Universality of managerial tasks and principles also implies that managerial skills are transferable and managers can be trained and developed. 2. Purposeful: Management is always aimed at achieving organizational goals and purposes. The success of management is measured by the extent to which the desired objectives are attained. In both economic and non-economic enterprises, the tasks of management are directed towards effectiveness (i.e., attainment of organizational goals) and efficiency (i.e., goal attainment with economy of resource use). 3. Social process: Management essentially involves managing people organized in work groups. It includes retaining, Developing and motivating people at work, as well as taking care of their satisfaction as social beings. All these interpersonal relations and interactions makes the management as asocial process. 4. Coordinating force: Management coordinates the efforts of organization members through orderly arrangement of inter-related activities so as to avoid duplication and overlapping. Management reconciles the individual goals with the organizational goals and integrates human and physical resources. 5. Intangible: Management is intangible. It is an unseen force. Its presence can be felt everywhere by the results of its effort which comes in the form of orderliness, adequate work output, satisfactory working climate, employees satisfaction etc.

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6. Continuous process: Management is a dynamic and an on-going process. The cycle of management continues to operate so long as there is organised action for the achievement of group goals. 7. Composite process: Functions of management cannot be undertaken sequentially, independent of each other. Management is a composite process made up of individual ingredients. All the functions are performed by involving several ingredients. Therefore, the whole process is integrative and performed in a network fashion. 8. Creative organ: Management creates energetics effect by producing results which are more than the sum of individual efforts of the group members. It provides sequence to operations, matches jobs to goals, connects work to physical and financial resources. It provides creative ideas, new imaginations and visions to group efforts. It is not a passive force adopting to external environment but a dynamic life giving element in every organization.

Concept of Management y y y y y As an Economic Resources As a team As an Academic DiscipIine As a Process As a Human Process

Nature of Management y y y y y y y Is UniversaI Is purposefuI Is a unifying force Is a sociaI force I muItidiscipIinary Is a continuous Process Is intangibIe

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Management theory
The human relations and human factors approaches were absorbed into a broad behavioural science movement in the 1950's and 1960's. This period produced some influential theories on the motivation of human performance. For example, Maslow's hierarchy of needs provided an individual focus on the reasons why people work. He argued that people satisfied an ascending series of needs from survival, through security to eventual 'self-actualization'. In the same period, concepts of job design such as job enrichment and job enlargement were investigated. It was felt that people would give more to an organization if they gained satisfaction from their jobs. Jobs should be designed to be interesting and challenging to gain the commitment of workers - a central theme of HRM. Classic theories were produced in the 1950s and 1960s within the human relations framework. By the 1970s most managers participating in formal management training were aware of: Theory X and Theory Y (McGregor, 1960); of Maslow and Herzberg's motivation theories; and knew where they should be in terms of the managerial grid (Blake and Mouton, 1964). These theorists advocated participative, 'soft' approaches to management. However, only a minority of managers in the USA received such training, with even fewer in other countries. Most operational managers - concerned with production, engineering, or distribution - had worked their way up from low-level jobs: they were probably closer in spirit to F.W. Taylor than the theorists of the 1950s and 1960s. This contrasted with personnel departments with a higher proportion of people who had received academic training; additionally, 'personnel' was an area where women were prevalent - as opposed to production which was male dominated. Were women naturally more open to human relations concepts than men?

Frederick Taylor - Scientific Management Taylor consistently sought to overthrow management "by rule of thumb" and replace it with actual timed observations leading to "the one best" practice. Following this philosophy he also advocated the systematic training of workers in "the one best practice" rather than allowing them personal discretion in their tasks. He believed that " a spirit of hearty cooperation" would develop between workers and management and that cooperation would ensure that the workers would follow the "one best practice." Under these philosophies Taylor further believed that the workload would be evenly shared between the workers and management with management performing the science and instruction and the workers performing the labor, each group doing "the work for which it was best suited." Henri Fayol - Administration

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Fayol believed that management had five principle roles: to forecast and plan, to organize, to command, to co-ordinate and to control. Forecasting and planning was the act of anticipating the future and acting accordingly. Organization was the development of the institution's resources, both material and human. Commanding was keeping the institutions actions and processes running. Co-ordination was the alignment and harmonization of the groups efforts. Finally, control meant that the above activities were performed in accordance with appropriate rules and procedures. Fayol developed fourteen principles of administration to go along with managements five primary roles. These principles are enumerated below:

y y y y y y y y y y y y y y

Specialization/division of labor Authority with responsibility Discipline Unity of command Unity of direction Subordination of individual interest to the general interest Remuneration of staff Centralization Scalar chain/line of authority Order Equity Stability of tenure Initiative Esprit de corps

The final two principles, initiative and esprit de corps, show a difference between Fayols concept of an ideal organization and Webers. Weber predicted a completely impersonal organization with little human level interaction between its members. Fayol clearly believed personal effort and team dynamics were part of a "ideal" organization.

Manager refers to those persons responsible for directing the activities of other people. = apply to a person who has responsibility for the activities of other people in an organization.

Management
WHAT A MANAGER DOES? ROIE OF A MANAGER -Achieve Objective through and with peopIe -Identify and UtiIise Resources Optimum PIan, AnaIyse, Interpret, CoIIobrate, Educate, ProbIem soIver, communicator, buiId team, change agent, chief executive Information roIe

InterpersonaI roIe

Monitoring Figurehead Disseminator Ieader Iiason Spokesman