INTRODUCTION : MNAGEMENT

Chapter 1

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15.

STRESS
(i) (ii) (iii) Define Management ? What are the Skill Required of Manager ? Critically Discuss the Major Contribution of F.W. Taylor to Management (iv) Briefly Discuss the Major Contribution of Scientific

Management. (v) (vi) Explain the Nature and Purpose of Management ? Management is defined as getting things done through People

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Define Management ?
According to Henry Fayol, "To manage is to forecast and to plan, to organise, to command, to coordinate and to control".

According to Mary Parker Fallett, "Management is the art of getting things done through people".

Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively. Managerial Concerns :

1. Efficiency
Doing things right Getting the most output for the least inputs

2. Effectiveness
Doing the right things Attaining organizational goals

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Functions of Management
The essential elements/components of Management Process are four.

1. 2. 3. 4.

Planning Organizing Directing and Controlling.

We may add some more elements in the management process. Such elements are:-

a)

Motivating

b) Co-coordinating c) Staffing and

d) Communicating.

The elements in the management process are actually the basic functions of management. Management process is in fact, management in practice.

Luther Gullic gave a new formula to suggest the elements of Management Process i.e. basic functions of management. "PODSCORB. Here, P' states for 'plan ning'. "O" for 'organising', "D" for 'directing', "S" for 'Staffing', "CO" for 'Coordinating, "R" for 'Reporting' and "B" for 'Budgeting'. Gullic coined the word "PODSCORB" to suggest seven functions of management. The following figures show the management process and the elements involved:

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Elements of Management Process

1. Planning
Planning is the primary function of management. It involves determination of a course of action to achieve desired results/objectives. Planning is the starting point of management process. Planning plays a pivotal role in business management It helps to visualize the future problems and keeps management ready with possible solutions.

2. Organizing
Organizing is next to planning. It means to bring the resources (men, materials, machines, etc.) together and use them properly for achieving the objectives.

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3. Staffing
Staffing refers to manpower required for the execution of a business plan. Staffing, as managerial function, involves recruitment, selection, appraisal, remuneration and development of managerial personnel.

4. Directing (Leading)
Directing as a managerial function, deals with guiding and instructing people to do the work in the right manner. Directing/leading is the responsibility of managers at all levels. It also involves communicating, leading and motivating. Leadership is essential on the part of managers for achieving organizational objectives.

5. Coordinating
Effective coordination and also integration of activities of different departments are essential for orderly working of an Organisation. Coordination is essential at all levels of management. It gives one clear-cut direction to the activities of individuals and departments.

6. Controlling
Controlling is an important function of management. It is necessary in the case of individuals and departments so as to avoid wrong actions and activities. Controlling involves three broad aspects: (a) establishing standards of performance, (b) measuring work in progress and interpreting results achieved, and (c) taking corrective actions, if required.

7. Motivating
Motivating is one managerial function in which a manager motivates his men to give their best to the Organization. It means to encourage people to take more interest and initiative in the work assigned. It is a psychological process of great significance.

8. Communicating
Communication (written or oral) is necessary for the exchange of facts, opinions, ideas and information between individuals and departments. In an organization, communication is useful for giving information, guidance and instructions. Managers should be good communicators. According to Louis Allen, "Communication involves a systematic and continuing process of telling, listening and understanding".
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What are the Skill required of Manager ?

Different managers will require different skills depending on the type of management position they hold.

1. 2. 3. 4. 5. 6. 7. 8. 9.

Project Management Skills Time Management Skills Conflict Management Skills Self Management Skills Team Management Skills Stress Management Skills People Management Skills Office Management Skills Change Management Skills

1. Project Management Skills

Project management is key to the success of any business. Project management skills are a combination of many skills including the ability to plan, organize, budget, and manage the resources at hand.

2. Time Management Skills

Theres a saying time is money and nothing could be more true than in the business world. A skilled manager will be able to ensure that the employees time is used widely and in a productive manner. This includes creating schedules for the day/week/month, allocating time according to the task at hand, and breaking projects into manageable segments.

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3. Conflict Management Skills

Conflict is a fact of life, and yet it is often overlooked within companies. When conflicts arise between employees, manager, wages, policies, among other issues, managers must have the appropriate conflict resolution skills to resolve the issue at hand. The process of conflict resolution often involves negotiating and mediating.

4.

Self Management Skills

Self-management is the ability to plan, organize, implement, and complete tasks, and then take responsibility for your success. It requires you to lead others, develop relationships with those individuals, and communicating clearly. Self management skills include: Decision making ability to make decisions as needed Goal setting, plan how to achieve those goals, and track completion of those goals Be flexible and able to adapt to changing circumstances Self evaluation of your planning, implementation, and performance Self motivation the ability to take ones own initiative Self development Self assessment of your proficiency Have a positive attitude

5. Team Management Skills

Team management is a key part of every organization. Necessary for team management skills:

Analyzation Skills Organization and Delegation Skills People Skills Goal Setting Skills Communication Skills Decision Making Skills

6. Stress Management Skills

Stress is a very real occurrence in the work place. It can result because the demand on resources exceeds the available resources. This can create a great deal of pressure for one or more staff members, including yourself. Monitoring performance of individual employees to determine stress levels.

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7. People Management Skills

People management skills are key to every company. These skills include the practice of understanding, developing, and delegating people and matching skills to tasks at hand. People management is about leading and motivating your employees to ensure their best performance.

8. Office Management Skills

Office management involves overseeing the office in the workplace. It involves being able to effectively plan, organize, and control the clerical and administrative employees within the office. The organization and storage of data Accounting and marketing Budget development and implementation

10. Change Management Skills

Change surrounds us its everywhere in the business world, and thats why it is so important for managers to have change management skills to ensure the company can move forward successfully from the current state to a future state. Setting an example Talking to people Being real Be passionate Critical Thinking

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Critically discuss the Major Contribution of Fayols Modern Management ?

Henri Fayol was real father of modern Management. Henri Fayol is the French industrialist in 1841-1925. Henri Fayol developed a general theory of Business Administration. Henri Fayol was concerned the principles of organization and the function of management.

Fayols fourteen Principles of management

Division of work
Division of work means specialization. Each job and work should be divided into small task and should be assigned to specialist of it.

Authority and responsibility

Authority means right to give order and command while responsibility means to accomplish objective.

Discipline
Discipline is required at every level in every organization. Fayol stated discipline in terms of obedience, application, and respect to superiors.

Unity of command
A subordinate should receive order from only one boss.

Unity of direction
It means that all the works of an organization must work together to accomplish a common objective in under one plan and head.

Subordination of individual interest to common interest

Worker follows the common interest of organization rather than individual.
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Remuneration
Remuneration should be fair and adequate. It includes both types of incentives financial as well as non financial.

Centralization
There should be one central point in organization which exercises overall direction and control of all the parts.

Scalar Chain
Scalar chain is the chain or line of command from superior to subordinates.

Order
Only proper order can give an efficient management.

Equity
Equity creates loyalty and devotion among the employees.

Stability of tenure personnel

Security of job for an employee in an organization is very important and pre-requisite condition. Retaining productive employee should always a higher priority of management.

Esprit de corps
Management should encourage harmony and proper understandings between workers. Fayol said that in union there is strength. Whole organization should work as a team.

Initiative
Manager should be encouraged the employees Initiative for creative working.

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Briefly Discuss the Major Contribution of F.W. Taylors Scientific Management ?

Frederick Winslow Taylor was first person who gave Scientific Management in 1911. He also called the father of scientific management. Scientific Management was concerned to improving the operational efficiency at the shop-floor level.

Principles of Scientific Management

1. Performance Standards
Taylor introduced Time and Motion Studies to fix performance standards. He fixed performance standards for time, cost, and quality of work, which lead to uniformity of work. As a result, the efficiency of the workers could be compared with each other.

2. Differential Piece Rate System

Taylor observed that workers did as little work as possible. He felt that under existing wage system, an efficient worker gained nothing extra. So, Taylor used the differential piece (unit) rate system. Under differential piece rate system, a standard output was first fixed. Then 2 wage rates were fixed as follows : Low wage rate was fixed for those workers who did not produce the standard output. Higher wage rate was fixed for those workers who produced the standard output or who produced more than the standard output.

3. Functional Foremanship
Taylor started "Functional Foremanship". Suppose, 8 foremen (lower level manager or supervisor) are required to supervise the workers. This is because one foremen cannot be an expert in all the functions. Taylor's functional foremanship consists of two groups of supervisors : At the Planning Level or Office Level. (4 Supervisors) At the Doing Level or Factory Level. (4 Supervisors)
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4. Mental Revolution
Taylor introduced the concept of "Mental Revolution". He said that the management and workers should have a positive attitude towards each other. This will result in close cooperation between them. This will increase productivity and profits.

5. Time Study
Time study means to record the time taken for doing each part of a job. Taylor advised all managers to do time study. This will prevent the workers from passing time, working slowly and doing less work. Time study helps to increase the productivity of the organisation.

6. Fatigue and Motion Study

Frank and Lillian Gilbreth (Husband and Wife) introduced fatigue and motion studies. Fatigue and motion studies find out and remove unnecessary and wasteful movements while doing the job. According to the Gilbreths, fatigue (tiredness) and motion (movements or actions) are interlinked.

7. Gantt Charts
Henry Gantt invented the Gantt chart. This chart shows the planned work and the completed work at each stage of production. It also shows the time taken to do the work. Gantt chart is the basis for following two concepts : The Critical Path Method (CPM), and The Program Evaluation Review Technique (PERT).

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Explain the Nature and Purpose of Management ?

Characteristics or Nature of management can be highlighted as: -

3.

Management is Goal-Oriented

The success of any management activity is accessed by its achievement of the predetermined goals or objective. Management is a purposeful activity. It is a tool which helps use of human & physical resources to fulfill the pre-determined goals.

4.

Management is Continuous

Management is an ongoing process. It involves continuous handling of problems and issues. It is concerned with identifying the problem and taking appropriate steps to solve it. For achieving this target various policies have to be framed but this is not the end. Marketing and Advertising is also to be done. For this policies have to be again framed. Hence this is an ongoing process.

5.

Management is a Group Activity

Management is very much less concerned with individuals efforts. It is more concerned with groups. It involves the use of group effort to achieve predetermined goal of management of ABC & Co. is good refers to a group of persons managing the enterprise

6.

Decision-making

Management process involves decision making at all levels. Decision-making describes the process by which a course of action is selected as the way to deal with a specific problem. If there is only one alternative, the question of decision making does not arise. The quality of alternatives which a manger selects determines the organizations performance, and the future of the organization.

7.

Multidisciplinary

Management is multidisciplinary because it includes knowledge/information from various disciplines- economics, statistics, maths, psychology, sociology, ecology, operations research,

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history, etc. Management integrates the ideas and concepts taken from these disciplines and presents newer concepts which can be put into practice for managing the organizations.

8.

Management is dynamic

Management has framed certain principles, which are flexible in nature and change with the changes in the environment in which an organization exits. Relative, Not Absolute Principles: Management principles are relative, not absolute, and they should be applied according to the need of the organization. A particular management principle has different strengths in different conditions. Therefore, principles should be applied according to the prevailing conditions.

9.

Management as Profession

Management has been regarded as a profession by many while many have suggested that it has not achieved the status of a profession. Schein concluded that by some criteria management is indeed a profession, but by other criteria it is not. Today we can see many signs that management is working towards increased professionalism.

10. Management is Universal

Management is a universal phenomenon. However, management principles are not universally applicable but are to be modified according to the needs of the situation.

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Management is defined as getting things done through People

Management is the process by which human efforts are coordinated and combined with other resources to accomplished organizational goals and objectives. Mary Parker Folett defines management as the art of getting things done through people. Yes, of course it is the art of getting things done through people. A good management requires a good manager in directing or leading his subordinates, as well as a good subordinate in doing things in a right way in order to meet the goal and objectives of the organization. It is also said that management requires an understanding of the economic principle of the division of labor, which breaks down into subtasks, and the coordination of effort, which recognize the subtasks into an efficient and effective whole. The managers do not do the work themselves. They get the work done through the workers. The workers should not be treated like slaves. They should not be trickled, threatened or forced to do the work. A favorable work environment should be created and maintained.

Management is a set of activities (including planning and decision making, organizing, leading, and controlling) directed at an organization's resources (human, financial, physical, and information) with the aim of achieving organizational goals in an efficient and effective manner. A manager is someone whose primary responsibility is to carry out the management process within an organization. The effective practice of management requires a synthesis of science and art; that is, a blend of rational objectivity and intuitive insight. Good management is a mixture of art and science. Managing is working with and through other people to accomplish the objectives of both the organizations and its members. Management is both art and science. It is the art of making people more effective

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