UNIT 1 ME A
Unit 1 Introduction of Management
Question- 1 Answers the following
1.
Define Management. Explain concept of management.
A.
It is define as “ Management is a art getting work done through
other.
Management
is conserved with utilization of resources of business organization.”
In other words “Management is the
crucial factor in economic and social development. It was obvious that the economist’s
traditional view of development of as a function of saving and capital
investment was not adequate.”
Concept of management:
´ The term management is
used in three alternative ways:
•
Management as a discipline,
•
Management as a group of people, and
•
Management as a process.
•
1.Field of Study (Discipline) -Management
principles, techniques, functions, etc-Profession
•
2.Team or Class of people-Individual
who performs managerial activities or may be a group of persons
•
3.Process-Managerial activities -planning,
organizing, staffing, directing, controlling.
2.
Which points should be discussed while discussing
management as art?
A.
•Practical know how
•Technical skills
•Concrete results
•Creativity
•Personalized nature
For more detail
Refer question no. 3
3.
Is management –science or art or both?-Justify it .
A. MANAGEMENT: AN ARTOR A
SCIENCE
A
controversy has raged for many years over the concept of management. Is it an
art, which depends upon skill or is it a science which depends upon analysis.
According to J. Paul Getty, “Management cannot be systematized, or practiced
according to a formula. It is an art, even a creative art. Others disagree. It
is said that, “The management is the oldest of arts and the youngest of
sciences.”
(a) Management as an art:
It has been propounded that just like leaders, the managers are also
born and not made. It is an inherent trait and it cannot be learned through
formal training or knowledge of certain techniques. It is similar to being a
painter or a poet. You cannot be trained to become a poet. There have been a
number of cases in which some people have become successful managers and entrepreneurs without having been specifically
educated for this profession. They have depended upon intuition and experience
rather than any formal preparatory education.
According to Jucius and Schlender, management was considered a pure art
in the United States in the last century.
A
manager was born or was made so in the hot crucible of ex patience. He thus
relied upon intuitive guidance when faced with a decision. So in a sense, he
learned nothing from the previous generations and could pass nothing on to
succeeding generations as far as management skills were concerned.
The contention of management being an art was rejected by scientific
management pioneers like Fredrick W. Taylor, Henry Gantt, Henry Fayol, Frank
and Lilian Gilbreths who believed that the management process could be
translated into a set of methodologies and techniques which could be learned
and communicated. However, the management may be a combination of both art and
science elements. The science and the art of it may not be mutually exclusive.
In the opinion of a Russian management expert. D. Gvishiani “the managerial
activity will always remain a creative field, a field of art. even though it is
becoming more and more scientific."
(b) Management as a science.
Science is a systematic knowledge which explains the cause and effect
phenomenon with underlying principles which have universal application. In this
regard, management has developed certain principles, laws and generalizations
which are universal in nature and can be applied under similar circumstances of
business environment. According to Luther
Guclicku.
Management is already a field of knowledge,
and is becoming a science, because the inter-relationships being involved are
being explained systematically and the emerging theories are being tested and
improved by logic and the facts of life.
Both scientific management, which is the scientific study of management
principles and management science which is based upon sophisticated
quantitative decision making models has common approach, that subjectivity and
intuition should be replaced by objectivity and scientific methodology and
rule-of-thumb, hunches, guess-work, and trial-and-error approach be replaced
with exact knowledge and deductive decisions.
Can the management, however, be an exact science where the same set of
rules apply under similar situations? Do similar causes result in similar
effects in the area of management? Hardly so. Management cannot be an exact
science because it deals with human beings and because their Psychological
make-up are highly complex and unpredictable. Additionally the business
environment is highly dynamic and ever-changing. Accordingly, the same rules may not always apply because the
situations are never similar.
Management may not be an exact science, but
the application of scientific methods to management problems have proved to be
effective. Objectives are defined, hypothesis formulated necessary data
collected, analyzed and interpreted, conclusions tested, solutions arrived at
and implemented. Mathematical techniques have been successfully applied in
Problems involving inventories, service facilities, assignment of jobs to
machines for optimal results, optimal allocation of scarce and limited
resources to different projects etc. More Important than the scientific
methodology is the scientific mind and scientific attitude of the manager. The
scientific mind is always accepting challenges, is always investigating and
reaching objective conclusions. The scientific attitude is selective, objective,
and discriminating and it implies creativity.
4.
Explain functions of management.
There are basically five primary functions
of management. These are :
1. Planning
2. Organizing
3. Staffing
4. Directing
5. Controlling
1. Planning:
Planning is future oriented and determines an organization's direction.
It is a rational and systematic way of making decisions today that will affect
the future of the company. It is a kind of organized foresight as well as
corrective hindsight. It involves the predicting of the future as well as
attempting to control the events. It involves the ability to foresee the
effects of current actions in the long run in the future. Peter Drucker has defined planning as follows :
Planning is the continuous process of making present entrepreneurial
decisions systematically and with best possible knowledge of their futurity,
organizing systematically the efforts needed to carry out these decisions and
measuring the results of these decisions against the expectations through
organized and systematic feedback.
An effective planning programme incorporates the effect of both external
as well as internal factors. The external factors are shortages 0f resources,
both capital and material, general economic trend as far as interest rates and
inflation are concerned, dynamic technological advancements, increased
governmental regulation regarding community interests, unstable international
political environments etc.
The internal factors that affect planning are limited growth
Opportunities due to saturation requiring diversification, changing patterns of
work force, more complex organizational structures, decentralization etc.
2. Organizing:
Organizing requires a formal structure of authority and the direction
and flow of such authority through which work sub-divisions are defined, arranged
and co-ordinated so that each part relates to each other part in a united and
coherent manner so as to attain the prescribed objectives. Thus the function of
organizing involves the determination of activities that need to be done in
order to reach the company goals, assigning these activities to the proper personnel,
and delegating the necessary authority to carry out these activities in a
coordinated and cohesive manner.
It follows, therefore, that the function of
organizing is concerned with :
(a) Identifying the tasks that must be
performed and grouping them whenever necessary.
(b) Assigning these tasks to the personnel
while defining their authority and responsibility.
(c) Delegating this authority to these
employees.
(d) Establishing a relationship between
authority and responsibility.
(e) Co-ordinating these activities.
3. Staffing:
Staffing is the function of hiring and retaining a suitable work-force
for the enterprise both at managerial as well as non-managerial levels. It
involves the process of recruiting, training, developing, compensating and evaluating
employees, and maintaining this work-force with proper incentives and
motivations.
Since the human element is the most vital
factor in the process of management, it is important to recruit the right
personnel. This function is even more critically important since people differ
in their intelligence, knowledge, skills, experience, physical condition, age
and attitudes, and this complicates the function. Hence, management must
understand, in addition to the technical and operational competence, the sociological
and psychological structure of the workforce.
4. Directing:
The
directing function is concerned with leadership, communication, motivation and
supervision so that the employees perform their activities in the most efficient
manner possible, in order to achieve the desired goals. The leadership element
involves issuing of instructions and guiding the subordinates about procedures
and methods. The communication must be open both ways so that the information
can be passed on to the subordinates and the feedback received from them.
Motivation is very important, since highly motivated people Show excellent
performance with less direction from superiors. Supervising subordinates would
give continuous progress reports as well as assure the superiors that the
directions are being properly carried out.
5. Controlling:
The function of control consists of those activities that are undertaken
to ensure that the events do not deviate from the prearranged plans. The
activities consist of establishing standards for work performance, measuring
performance and comparing it to these set standards and taking corrective
actions as and when needed. to correct any deviations.
All
these five functions or management are closely inter-related. However, these
functions are highly indistinguishable and virtually unrecognizable on the job.
It is necessary, though, to put each function separately into focus and deal
with accordingly.5 to 10>>
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