Management
Charles Sano:
management is getting things done through other people
Mussleman &
Huges
Management is the
process of planning, organizing, directing, and controlling the activities of
an enterprise to achieve an integrated system end to achieve certain objectives.
Management is a social
process that entails responsibility for effective economic planning and the
regulation of an enterprise’s operation in fulfillment of a given purpose or
task. The responsibility involves judgement and decisions on determining plans
and developing data procedures to control performance and progress.
Borech
Management is the
guidance, integration, motivation and supervision of the personnel composing
the enterprise and carrying out its operations.
David Schwarts
Management is the
process of achieving an organization’s growth through the co-ordinated
performance of the five specific functions
which are planning, organization, staffing, directing and controlling.
Management and Administration
Administration
refers to the activities of higher level management group who determine major
aims and policies. In the civil service, management refers to the activities of
the district managers while administration refers to the activities f the
ministers and ministriesAdministration
refers to the performance of routine tasks
Is Management an
art or a science
Management was
largely an art before the advent of the scientific management school of
thought. Decisions were made on value judgement rather than the testable
facts.Management however still ghas some elements of art as it has of science.
It is still an art because it uses underlying organized knowledge and skills
and creative imaginations in planning and achieving organizational goals.
Management has
some element of science because it makes use of time and motion studies,
operations research, mathematical model and computerization . It is analytical
, statistical, rational and quantifiable. For examplepsychological tests are
employed in rational personnel selection. Management is ascience again because
it makes decision on testable facts.
Business
objectives
The essence of
management is to determine and accomplish organizational goals and objectives.
The objectives of a business are:
1. The desire to
earn profit for corporate existence
2. The provision
of products and services that are satisfactory to customers
3. the
achievement of economic growth.
4. The creation
and sustainance of a favourable image.
Objective is the
end product or goal towards which mangement directs its efforts. It is a
statement of purpose or a firm’s reason for existing.
Why objectives
are valuable to business
1. objectives provide direction- Efforts could
be directed towards a given course of action
2. Objectives
serve as a motivator: They boost the moral of workers or influence them through
greater performance.
3. Objectives
contribute towards management process the necessary starting poin =t for
planning.
4. Objectives
serve as basis for management and philosophy
The guidelines
for setting objectives
1. state
objectives clearly
2. involve
surbodinate in the setting of objectives
3. Review
progress significantly
4. Make
objectives challenging
5. Co-ordinate
objectives
6. Keep
objectives flexible.
Peter Drucker’s
key areas for business objectives
1. Innovationg:
affected by decisions whether to lead research and development or make use of
other company’s resources
2. Market
sharing: Decision as to whether unique product,, high quality products or cheap
products should be offered for mass
production.
3. Manager’s
performance and development: it is influenced ny the senior executives style of
management in the market.
4. Productivities
: Ththe nature of the production and the level of skill and technology
appropriate for the prosuction
5 Profitability : the nature of
profitablity envisaged in the market.
6. Physical and
financial resources: The forms of capital to be raise on the cost of capital and the market areas.
7. Public
responsibility: Influenced by the social attitude , prospective legal
reuirements and the strength of outside pressure on the group.
8. Worker’s
compensation : Influenced by the social
environment and company’s strength and weaknesses in personnel management.
Organizational Theory
The mechanistic /
classical/ scientific approach
1. Max weber
2.Federick taylor
3. Henry ganntt
4. Frank and
lilhan Gilberth
5. Henry fayol.
Humanistic Organizational theory
1.Elton mayo
2.Abraham maslow
3.Danglas
mcgregor
4.Mary parker
follet
5.Fedrick
herzberg
6. Victor H vroom
7.David
Mcclelleand
8. Chriz Argyris
9. Rennsis Likert
The main features
of the classical school are:
1. belief in one
central authority
-Well defined
views on the span of control
-Clear division
between the line management and staff
-The need for
equal responsibility and authority
-Importance of
delegation of authority, structures, rules, principles and procedures.
Criticisms.
(a) The classical
theorists neglected the importance of people. This is what elton mayo,
travistock institute and others who believed in collective bargainning and
plurality of organizations later laid claim emphasis on.
(b) The
universality of the school. Subsequent work has shown organization vary
significantly according to overall technology, objectives, type of market,
nature of environment etc
(c) The classical
theory is mechanical, influential and conservative.
The main features
of the human relations school are
The focus was on
1. Group needs
2. Individual
needs
3. motivation
4. Importance of
people in orgaization
5. Relationship
between good human relations and performance
6. Leadership
style
7. Involvement
and participation of people in matters affecting them
8. Communication
and managerial skill in interpersonal relationship.
Criticisms were:
1. There exist
conflicts in organizations
2. There exist
poor relationship between employers and employees.
3. Evidence on
the correlation between good human relationship and productivity is unclear. Many
regard the beliefs of this school to be derived from the needs of the
managerial class to manipulate employees in their interests.
4. subsequent
investigations have stressed the importance of understanding the
socio-technical system as a basis for granting the complexities for managing
people in organizations.
There exist
conflict in organizations and poor relationship and this need more urgent attention.
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