1.2 1.3
Meaning & Definitions of Management.
Management Process.
1.1 INTRODUCTION :
Management is universal in the modern industrial world.
Every organisation required the handling of people and the evaluation of performance directed towards group activities.
Number of managerial activities have their own particular approach to specific type of problems, and are discussed under such headings as form of management, management of health delivery system, college management, Government management, marketing management, production or operations management and other all have elements in common.
Management has become more important, as labour has become more specialised and as the scale of operations has increased, Technological developments have continually created new challenges. The complexities of human relationships constantly challenged those who perform the managerial function.
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1.2 MEANING AND DEFINITION OF MANAGEMENT :
The word "MANAGEMENT" identifies a special group of people whose job is to direct the efforts and activities of other people towards common objectives, or simply stated Management is, Getting things done through other people or management is the art of getting things done through and with the people. In other words management is considered as an activity process, consisting of some basic functions for getting the work of an enterprise done through others with a view to achieve certain common objectives. Management,
becomes essential for directing and unifying the group efforts towards these objectives. Thus management becomes necessary in our society for running any organisation that requires group efforts unless group efforts are directed and controlled towards a common goal or purpose. Therefore management is universally applicable for the operations of all social institutions whether they are business organisations or non business organisations.
According to JOHN F. MEE
“Management may be defined as the art of securing maximum results with a minimum efforts so as to secure maximum prosperity and happiness for both employer and employee and give the public the best possible service."
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George R. Terry has written that "Management is a distinct process consisting of planning, organising actuating and controlling performed to determine and accomplish the objectives by the use of people and resources.
Koontz and O'Donell have defined Management as "The creation and maintenance of an internal environment in an enterprise where individuals, working together in groups can perform efficiently and effectively towards the attainment of group goals".
In short Management may be defined as the agency that provides leadership, guidance and control for the achievement
1.3 MANAGEMENT PROCESS :
As it has been already made clear that management includes a predetermined goal, the achievement of this goal calls for certain set of functions to be performed continuously. These functions cannot be carried on at random but they must follow certain logical and systematic continuous activity. The term process has been defined as series of actions or operations conducted from the beginning to an end. Thus continuity is one of the main criteria to be satisfied in a process and management being an integrated and continuous in nature whatever the functions management performs are collectively termed as, 'management process’.
Ordinarily there are two main functions of a Manager viz:
i) decision making & ii) implementation of decisions.
Collectively these two fall under the expression management process which includes planning, Organising, Directing, Motivating, Communicating and Controlling.
Thus the best way to analyse the management process is in terms of what a manager does, according to this approach the management process may be subdivided in following
♦PLANNING ♦ORGANISING ♦ MOTIVATING ♦ C0MMUNIC..T1 :a
♦CONTROLLING.
1.3.1 PLANNING
When Management is reviewed as a process, planning is the firbt function performed by the manager. Tne wor^ of a
organisation in each area of business. This is done through the present situation to find out where he is and he than forecasts future objectives which will be indicating where he wants to be i.e the destination to be reached. The alternative to achieve the objectives are evaluated and selected alternative becomes the plan of action. Planning involves the formulation of what is to be done, how, when and where it is to do it and how results are to be evaluated. It is the most important step in the process of getting the results. In other words planning is predetermined course of action to accomplish the set objectives. It is todays projection for tomorrows activity.
1.3.2 ORGANISING
Managing a business is not just planning. Organizing includes putting life into the plan by bringing together the executive personnel, workers, Capital, machinery, material, Physical function & other things, or services to execute the plans. When these resources are assembled the enterprise comes to life. Organizing involves determining activities needed to fulfill the objectives, group these activities into manageable units or departments & assigning such groups of activities to specific manager(ers). It determines authority, responsibility & relationship. Their relationship must be properly co-ordinated to secure unity of organisation. This work of task allocating authority delegating and relationship
establishing by the manager in known as Organioing. The
* Division of the work into component activities.
* Assigning people activities.
* Defining responsibility.
* Delegation of authority.
* Establishment of structural Relationship to secure co-ordination.
1.3.3 STAFFING
Staffing involves filling up the positions needed in the positions nesjed in the organisation structure by appointing competent and qualified persons for the jobs. Staffing prooess therefore provides the organisation with adequate competent and qualified personnel at all levels ni the enterprise. Staffing implies that the management should properly estimate manpower requirements of the organisation, consistent with qualification expected to proper and efficient discharge of duties on existing and possible jobs in the organization, laying down of suitable selection and placement procedures developing employees skills through training and appraisal scheme and devising suitable scheme of compensation.
1.3.4 DIRECTING
Planning organising and staffing are not sufficient to set the task in motivation. Management may have well co-ordinated plans properly established duties and authority relation and able personnel get it through the function of directing thau managers are able to get the employees accomplish their
interest and objectives of the enterprise. Directing the sub
ordinates involves following essential activities.
1. Issuing of orders and instruction.
2. Guiding and counseling the subordinates in their work with a view of improving their performance.
3. Motivating the employees.
4. Supervising the work of subordinates to ensure that it confirms to plan.
5. Developing effective communication system 1.3.5 MOTIVATION
The managerial power has its source in the methods of leading, motivations appraising, teaching, influencing, counseling, coaching, delegating and setting an example. So the manager plans organiser leads and motivates the people working with him.
Motivation and Leadership are the master keys to a successful management of any enterprise. They are also responsible to ensure productivity of human resources.
Motivation can set into motion a person to carry out certain activity. Motivation assumes unique importance in modern business management. Democratic leadership heavily relies on motivation of employees through financial and non financial incentives. When the job itself is meaningful, interesting and challenging, it can provide maximum motivating power to
the employee’s satisfaction for accomplishing a challenging
1.3.6 CONTROLLING
Controlling is the last phase of the management process.
Controlling is the process of measuring actual results or present performance, comparing these results to plans or some standards of performance; finding out the results for deviation of actual from desired results and taking corrective measures whenever necessary. The corrective action may lead to change in the method of implementation of the plan or changes in the plan itself or even a change in the objectives. Usually our desired performance standards or the objectives, policies, programmes, procedures and budgets. A good plan assumes effective control.
Controlling involves the following series of activities viz. -
1. Continuous observation and study of periodic results of performance in order to identifying potential problems.
2. Comparison of the performances with the range of standards established beforehands.
3. Pinpointing significant deviations.
4. Selection of the best mode of control.
5. Ascertain their exact courses.
6. Initiation and implementation of corrective action.
Controlling thus leads to complete the full cycle of the process of management through which manager accomplishes results. ■/
