Management Concepts
and
Applications of Management
Management Process
As there is no universally accepted definition for
management, it is difficult to define it.
But a simple traditional definition, defines it as
the "art of getting things done by others". This definition brings in
two elements namely accomplishment of objectives, and direction of group
activities towards the goal. The weaknesses of this definition is that firstly
it uses the word "art", whereas management is not merely an art, but
it is both art and science. Secondly, the definition does not state the various
functions of a manager clearly.
A more elaborate definition given by George R.
Terry, defines management as a process "consisting of planning,
organizing, actuating and controlling, performed to determine and accomplish
the objectives by the use of people and resources." Firstly it considers
management as a "process" i.e. a systematic way of doing things.
Secondly it states four management activities: Planning, organizing, actuating,
and controlling. Planning is thinking of an actions in advance. organizing is
coordination of the human and material resources of an organization. Actuating
is motivation and direction of subordinates. Controlling means the attempt to
ensure no deviation from the norm or plan. Thirdly it states that manager uses
people and other resources. For example a manager who wants to increase the
sales, might try not only to increase the sales force, but also to increase
advertising budget. And fourthly, it states that management involves the act of
achieving the organization's objectives.
Management: Art or
science?
Management involves characteristics of both art and
science. While certain aspects of management make it a science, certain others
which involve application of skills make it an art. Every discipline of art is
always backed by science which is basic knowledge of that art. Similarly, every
discipline of science is complete only when it is used in practice for solving
various kind of problems. Whereas under "science" one normally learns
the "why" of a phenomenon, under "art" one learns the
"how" of it. In the words of Robert H. Hilkert: "In the area of
management, science and art are tho sides of the same coin".
In the beginning of development of management
knowledge, it was considered as an art. There was a jungle of management
knowledge. Any one used it to get things done in his own way. But later by
codifying and systemizing the management, it became a science as well as being
an art.
Management: A profession?
The following
criteria identifies the statues of a profession to management:
·
Profession is a
body of specialized knowledge.
·
Professional
knowledge in systemized and codified form can be learned through formal
education system.
·
A profession
emphasizes on having a central body to formulate a code of behavior for its members.
·
A profession
calls for rendering competent and specialized services to clients.
·
A profession
maintains the scientific attitude and commitment for discovering new ideas and upgrading in order to improve quality of service and level of
efficiency provided to clients.
·
A profession
requires members to exercise restraint and self-discipline.
Management knowledge meets the first two criteria
because it has grown into a systematic body of knowledge and also it can be
acquired and learned through the formal education.
Professionalization of management
The following
reasons are in support of the professionalization of management:
·
In joint stock
company, ownership has been separated from its management and control. This situation has really contributed
to the development of management as a profession.
·
Rapid expansion
and growth of management universities and institutions is an indicative of management professionalization
trend.
·
In a high-tech
industrial society, manifold changes have
occurred in the role of managers.
·
In the context
of globalization of economic operations, many strategic areas have been
developed which require professional
expertise and specialized knowledge (e.g. strategic
planning, etc).
·
Increased
utilization of specialized management services (e.g. consultancy, human
resource development, etc) requires a team of professional managers.
Family management
Family management implies management and control of
business operations by a group of members belonging to a particular family,
regardless of their knowledge about management. Thus the decisions and policies
are largely influenced by family interest. Disputes and disagreements relating
to family matters also tend to have a direct bearing on the functioning of the
business organization. But in a professionally-managed enterprise, ownership is
separated from management and control. Authority to manage and control business
operations is delegated to professionally-qualified managers.
Levels of Management
Top Level of
Management
It consists of
board of directors, chief executive or managing director. The top management is
the ultimate source of authority and it manages goals and policies for an
enterprise. It devotes more time on planning and coordinating functions.
The role of the
top management can be summarized as follows -
Top management lays down the
objectives and broad policies of the enterprise.
It issues necessary instructions
for preparation of department budgets, procedures, schedules etc.
It prepares strategic plans &
policies for the enterprise.
It appoints the executive for
middle level i.e. departmental managers.
It controls & coordinates the
activities of all the departments.
It is also responsible for
maintaining a contact with the outside world.
It provides guidance and
direction.
The top management is also
responsible towards the shareholders for the performance of the enterprise
Middle Level of Management
The branch managers and departmental managers
constitute middle level. They are responsible to the top management for the
functioning of their department. They devote more time to organizational and
directional functions. In small organization, there is only one layer of middle
level of management but in big enterprises, there may be senior and junior
middle level management. Their role can be emphasized as -
They execute the plans of the
organization in accordance with the policies and directives of the top
management.
They make plans for the sub-units
of the organization.
They participate in employment
& training of lower level management.
They interpret and explain
policies from top level management to lower level.
They are responsible for
coordinating the activities within the division or department.
It also sends important reports and other important data to top level
management.
They evaluate performance of
junior managers.
They are also responsible for
inspiring lower level managers towards better performance.
Lower Level of Management
Lower level is also known as supervisory /
operative level of management. It consists of supervisors, foreman, section
officers, superintendent etc. According to R.C. Davis, “Supervisory management
refers to those executives whose work has to be largely with personal oversight
and direction of operative employees”. In other words, they are concerned with
direction and controlling function of management. Their activities include -
Assigning of jobs and tasks to
various workers.
They guide and instruct workers
for day to day activities.
They are responsible for the
quality as well as quantity of production.
They are also entrusted with the
responsibility of maintaining good relation in the organization.
They communicate workers problems,
suggestions, and recommendatory appeals etc to the higher level and higher
level goals and objectives to the workers.
They help to solve the grievances
of the workers.
They supervise & guide the
sub-ordinates.
They are responsible for providing
training to the workers.
They arrange necessary materials,
machines, tools etc for getting the things done.
They prepare periodical reports
about the performance of the workers.
They ensure discipline in the
enterprise.
They motivate workers.
Skills and Functions of a manager
Manager should
have applied & practiced skills. Skills may or may not be tailor made but
as they have to deal with the most precious asset i.e. the human element a due
care is necessary for practising the skill so as not to bring adverse result.
The basic
skills needed are:
·
Calmness
·
Maturity
·
Friendlyness
·
Tolerance
·
Appreciable
·
Tolerable
·
Adorable
SUMBER:
http://en.wikibooks.org/wiki/Management_Concepts_and_Applications/Management
http://commons.wikimedia.org/wiki/File:Definitions_of_Management.png
http://commons.wikimedia.org/wiki/File:Management_Process.png
