The Concept of Management
The Concept of Management
Management is essential for organized life and necessary to run all types of management. Good management is the backbone of successful organizations. Managing life means getting things done to achieve life’s objectives and managing an organization means getting things done with and through other people to achieve its objectives.
Whether management is an art or science, will continue to be a subject of debate. However, most management thinkers agree that some form of formal academic management background helps in managing successfully. Practically, all CEO’s are university graduates. Hence, the reason for including business degree programs in all academic institutions.
One habit of thought regards management as equivalent to “business administration” and thus excludes management in places outside commerce, as for example in charities and in the public sector. More broadly, every organization must “manage” its work, people, processes, technology, etc. to maximize effectiveness. Nonetheless, many people refer to university departments that teach management as “business schools“. Some such institutions (such as the Harvard Business School) use that name, while others (such as the Yale School of Management) employ the broader term “management”.
Management (or managing) is the administration of an organization, whether it is a business, a not-for-profit organization, or government body. Management includes the activities of setting the strategy of an organization and coordinating the efforts of its employees (or of volunteers) to accomplish its objectives through the application of available resources, such as financial, natural, technological, and human resources[1]. The term “management” may also refer to those people who manage an organization.
Social scientists study management as an academic discipline, investigating areas such as social organization and organizational leadership[2]. Some people study management at colleges or universities; major degrees in management include the Bachelor of Commerce (B.Com.) and Master of Business Administration (MBA.) and, for the public sector, the Master of Public Administration (MPA) degree. Individuals who aim to become management specialists or experts, management researchers, or professors may complete the Doctor of Management (DM), the Doctor of Business Administration (DBA), or the PhD in Business Administration or Management.
CONCEPT OF MANAGEMENT
English-speakers may also use the term “management” or “the management” as a collective word describing the managers of an organization, for example of a corporation. Historically this use of the term often contrasted with the term “labor” – referring to those being managed.
Views on the definition and scope of management include:
· According to Henri Fayol, “to manage is to forecast and to plan, to organise, to command, to co-ordinate and to control.”
· Fredmund Malik defines it as “the transformation of resources into utility.”
· Management included as one of the factors of production – along with machines, materials and money.
· Ghislain Deslandes defines it as “a vulnerable force, under pressure to achieve results and endowed with the triple power of constraint, imitation and imagination, operating on subjective, interpersonal, institutional and environmental levels”.
· Peter Drucker (1909–2005) saw the basic task of management as twofold: marketing and innovation. Nevertheless, innovation is also linked to marketing (product innovation is a central strategic marketing issue). Peter Drucker identifies marketing as a key essence for business success, but management and marketing are generally understood[by whom?] as two different branches of business administration knowledge.
Theoretical scope
Management involves identifying the mission, objective, procedures, rules and manipulation of the human capital of an enterprise to contribute to the success of the enterprise. This implies effective communication: an enterprise environment (as opposed to a physical or mechanical mechanism) implies human motivation and implies some sort of successful progress or system outcome. As such, management is not the manipulation of a mechanism (machine or automated program), not the herding of animals, and can occur either in a legal or in an illegal enterprise or environment. From an individual’s perspective, management does not need to be seen solely from an enterprise point of view, because management is an essential function to improve one’s life and relationships. Management is therefore everywhere and it has a wider range of application. Based on this, management must have humans. Communication and a positive endeavor are two main aspects of it either through enterprise or independent pursuit. Plans, measurements, motivational psychological tools, goals, and economic measures (profit, etc.) may or may not be necessary components for there to be management. At first, one views management functionally, such as measuring quantity, adjusting plans, meeting goals. This applies even in situations where planning does not take place. From this perspective, Henri Fayol(1841–1925) considers management to consist of six functions:
1. forecasting
2. planning
3. organizing
4. commanding
5. coordinating
6. controlling
In another way of thinking, Mary Parker Follett (1868–1933), allegedly defined management as “the art of getting things done through people”. She described management as philosophy.
Critics, however, find this definition useful but far too narrow. The phrase “management is what managers do” occurs widely, suggesting the difficulty of defining management without circularity, the shifting nature of definitions and the connection of managerial practices with the existence of a managerial cadre or of a class.
But in the present era the concept of management is identified in the wide areas and its frontiers have been pushed to a broader range. Apart from profitable organizations even non-profitable organizations (NGOs) apply management concepts. The concept and its uses are not constrained. Management on the whole is the process of planning, organizing, coordinating, leading and controlling.
Basics
According to Fayol, management operates through five basic functions: planning, organizing, coordinating, commanding, and controlling.
- Planning: Deciding what needs to happen in the future and generating plans for action (deciding in advance)
- Organizing (or staffing): Making sure the human and nonhuman resources are put into place.
- Coordinating: Creating a structure through which an organization’s goals can be accomplished.
- Commanding (or leading): Determining what must be done in a situation and getting people to do it.
- Controlling: Checking progress against plans.
Skills
Management skills include:
- Conceptual: used to analyze complex situations
- Diagnostic: ability to visualize appropriate responses to a situation
- Leadership: ability to lead and to provide guidance to a specific group
- Technical: expertise in one’s particular functional area.
- Behavioral:Perception towards others.
Roles
- Interpersonal: roles that involve coordination and interaction with employees
- Figurehead, leader
- Informational: roles that involve handling, sharing, and analyzing information
- Nerve centre, disseminator
- Decision: roles that require decision-making
- Entrepreneur
- Negotiator
- Allocator
CONCLUSION
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 management includes both marketing and innovation. Practice of modern management originates from the 16th century study of low-efficiency and failures of certain enterprises, conducted by the English statesman Sir Thomas More (1478-1535). Management consists of the interlocking functions of creating corporate policy and organizing, planning, controlling, and directing an organization’s resources.
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