Management: Principles, Functions, and Evolution, Essays (university) of Computer Science

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ME-I

(MANAGEMENT)

Definition of management:

• (^) According to Follet management is ‘ the art of getting things

done through people’.

• (^) George R Terry who 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”.

NATURE OF MANAGEMENT

• (^) Multidisciplinary:
• (^) Dynamic nature of principles:
• (^) Relative not absolute principles:
• (^) Management – science or art:
• (^) Universality of management:

MANAGEMENT FUNCTIONS OR THE PROCESS OF MANAGEMENT

• (^) Planning:
• (^) Organizing:
• (^) Staffing:
• (^) Directing:
• (^) Controlling:

Organizing:

Organizing is the distribution of work in group-wise or sectionwise for effective performance. Once the managers have established objectives and developed plans to achieve them, they must design and develop a human organization that will be able to carry out those plans successfully. Organizing involves dividing work into convenient tasks or duties, grouping of such duties in the form of positions, grouping of various positions into departments and sections, assigning duties to individual positions and delegating authority to each position so that the work is carried out as planned.

Staffing:

Staffing involves managing various positions of the organizational structure. It involves selecting and placing the right person at the right position. Staffing includes identifying the gap between manpower required and available, identifying the sources from where people will be selected, selecting people, training them, fixing the financial compensation and appraising them periodically. The success of the organization depends upon the successful performance of staffing function.

Controlling:

Planning, organizing, staffing and directing are required to realize organizational objectives. To ensure that the achieved objectives confirm to the preplanned objectives control function is necessary. Control is the process of checking to determine whether or not proper progress is being made towards the objectives and goals and acting if necessary to correct any deviations. Control involves three elements: (a) Establishing standards of performance. (b) Measuring current performance and comparing it against the established standard. (c) Taking action to correct any performance that does not meet those standards.

SCOPE OF MANAGEMENT

• Production:

• Marketing:

• Finance and accounting:

• Personnel:

Marketing:

This area involves the distribution of organizations’ products to the buyers. The sub-activities are: (1) Advertising: Involves giving information about products to buyers. (2) Marketing research: It is related with the systematic collection, analysis of data relating to the marketing of goods and services. (3) Sales management: It involves management efforts directed towards movement of products and services from producers to consumers.

Finance and accounting:

It deals with intelligent investment of financial resources and record- keeping of various transactions. The various sub-functions are (1) Financial Accounting: Deals with record keeping of various transactions. (2) Management Accounting: Deals with analysis and interpretation of financial records so that management can take certain decision. (3) Costing: It deals with recording of costs, their classification and analysis for cost control. (4) Investment Management: Takes care of how financial resources can be invested in various alternatives to maximize returns. (5) Taxation: Deals with various direct and indirect taxes to be paid by the organization.

MANAGEMENT: A SCIENCE OR ART? Science Art Advances by knowledge Advances by policies Process Feels Predicts Guesses Defines Describes Measures Opines Impresses Expresses

MANAGEMENT: A PROFESSION

According to McFarland, “Profession” possesses the following characteristics: (1) Existence of an organized knowledge. (2) Formalized method of acquiring training and expertise. (3) Existence of professional association. (4)Existence of an ethical code to regulate the behaviour. (5)Charging of fees based on service with due regard to social interest.

ROLE OF MANAGEMENT

• Interpersonal role:

• Information roles:

• Decisional roles:

Interpersonal role:

This role is concerned with his interacting with people both organizational members and outsiders. There are three types of interpersonal roles: (1) Figure head role: In this role manager has to perform duties of ceremonial nature such as attending social functions of employees, taking an important customer to lunch and so on. (2) Leader role: Manager’s leader role involves leading the subordinates motivating and encouraging them. (3) Liaison: In liaison role manager serves as a connecting link between his organization and outsiders. Managers must cultivate contacts outside his vertical chain to collect information useful for his organization.