Management

Definition:

1.    F E Taylor ‘Mgt. is knowing exactly what you want men to do and seeing that they do it in the best and cheapest way’

2.    Henry Fayol ‘to manage is to forecast, to plan, to organize, to command, to coordinate and to control.’ 

3.    Marry Parker Follett: ‘Art of getting things done through people’

4.     Louis Allen ‘Mgt. is what Mgt. does.’

5.    Koontz ‘Mgt. is art of getting things done through and with people in formally organized groups’

6.    Dr. Henry L Sisk ‘Mgt. is the coordination of all resources through the process of planning, organising, directing and controlling in order to attain stated objectives’

7.    ‘That field of human behaviour in which managers plan, organize, staff, direct and control human, physical and financial resources in an organized efforts in order to achieve desired individual and group objectives with optimum efficiency and effectiveness.’  

8.    Leon C Megginson  “the total knowledge, skills, creative abilities talents and aptitudes of an organization’s workforce as well as the values, attitudes and beliefs of individuals involves’

9.    ‘Mgt. is the process of designing and maintaining an environment in which individuals, working together in groups, effectively accomplish selected aims’

1.    Continuous

2.    Expertise

3.    Variations/changes

4.    Internal/external environment

5.    Humane

6.    Effective and Efficiency

7.    Common Goals

8.    Responsibility

9.    Knowledge and Skills

10.                       Essential to Organisations

11.                       Social + technical process of utilizing resources

12.                       Common for all types of Organisations

13.                       Facilitates changes

Meaning

Managing and Mgt. – an Art or Science

Definition: Science: Systematized body of K pertaining to an area of study and contains some general truths explaining past events or phenomenon.

1.    Cause and Effect relationship – between different variables - Analysis

2.    Observations and Experiments - Theories, Clear, Concepts immerge,  

3.    Universal applicability –under similar circumstances

4.    Can be taught & Learnt – understood in the same manner as it is expected to be

5.    Supports of other K [Knowledge] and developments

As a practice – it is an art –

·       The organized body of Knowledge [K] underlying the practice is science – though fairly crude, inexact, many complex variables – but still without it managers must trust luck, intuition, past experiences, for meaningful guidance – mgt. is an operational science – applied in the light of situations and contingencies –

·       90 % of the busi. failures are due to managerial incompetence – and inexperience

·       World Bank – ‘limiting factor for developing countries is ‘managerial know-how’  

·       Therefore managing and managers become important – managers are responsible for the work of others –– needed in every/any type of org. – at all levels –

·       Therefore Mgt. is a social science – involves the study of human behaviour - the oldest art and the youngest science

The elements of science: Science is the organized K , developed through the application of scientific methods

·       Theory is a systematic grouping of interdependent concepts and principles that give the framework to [or tie together] a significant area of K – scattered data is explained by theory.  

·       The role of Mgt. theory: is to provide a means of classifying significant and persistence mgt. K – e.g. designing org. structure

·       Mgt. principles are fundamental truths at a given time explaining relationships between two or more sets of variables – the principles may be descriptive, predictive and not prescriptive – if blend with realities, situation could be understood better

·       Mgt. Techniques: are ways of doing things, to accomplish a given result e.g. budgeting, cost accounting, network planning and control technique [PERT] Programme Evaluation and Review Techniques [CPM] Critical Path Method, Rate of Return on Investment[RoI] – they add to the efficiency  

·       Mgt. Techniques or Mgt. Fads: Mgt. techniques can contribute value but they are not quick fixes – no short cut solutions to deep seated problems – Practices be integrated into comprehensive system of mgt. with a real commitment to managerial excellence -

·       Mgt. is the know-how i.e. doing things in the light of realities of the situation

·       If organized K is applied – better results

·       As science improves – so will the art – they are mutually complementary

Scope - Managers:

·       Managers are those who design and maintain an environment in which individuals, working together in groups can accomplish selected missions and objectives – they practice mgt. – they apply skills, develop tools, techniques, styles, K – i.e. science of Mgt.

1.    Responsible for – action, design, maintain, are sensitive to internal and external environment –

2.    Mgt. is the study of – primary/basic functions of managers and organizing K around these functions –like concepts, theories, principles, techniques etc.

3.    Every employee performs managerial tasks – situations, scope of authority, type of problem, time spent - could be different

4.    There are no bad workers only bad managers

Managerial Functions:

·       Planning, Organisations, Staffing, Leading, Controlling

·       Managerial Skills:

ü Technical Skills [methods, techniques, tools]

ü Human Skills - ability to work with Humans

ü Conceptual Skills- see the big picture, significant elements, relationships in them

ü Design skills- to solve problems – to be efficient and effective not just problem watchers – design engineers

Peter F Drucker: ‘Mgt. job is big and Mgt. task is demanding’

·       Society of Institutions – a pluralist society - If not organized – tyranny – totalitarian

·       The employee society – large org. –plentiful opportunities – status -  perpetuities to make a living – to make contribution – use K pool

·       Managers and Mgt. make institutions perform – performing and responsible Mgt.

What is Management

1.    Is work – a function

2.    Has its own set of skills, tools, techniques

3.    It is the life giving, acting, specific, dynamic, organ of the institution it manages

4.    It makes the institution function and contribute to the society, economy, industry, individual – adds, enriches, creates synergy, accomplishes, shows results

The Founder of Kaizen System of Mgt. Massaki Imai “If you put a system, then you need to put spirit in it”   

5.    Dynamic: the paradigms are changing – leadership style,

6.    All comprehensive list – not possible – upgrading, upgrading needed – literate about areas of concern

7.    Mgt. is a discipline: not just common sense - organized body of K – codified experience – scope to identify new areas, approaches, policies, principles, practices - to meet new challenges – of today and tomorrow – professional

8.    Mgt. is culture: it is social function/position/rank – has tradition of values, customs, believes – it shapes the culture of the society and vice versa.

9.    Mgt. is polycentric: practiced by many – forces, nationalities, races, styles – Mgt. is generic and continuous – or crisis mgt. – Mgt. unites different cultures – unites different cultures, languages, traditions, values – a common purpose not nationalistic   

10.                       Mgt. is people who discharge it: Every achievement or failure of is that of the manager – people manage rather than forces or facts – Mgt. or mis-management is determined by the dedication, integrity, vision of managers – stress is on character rather than style – it breaks the barriers of cast based professions – opportunities are open 

11.                       Mgt. is practice and Performance: the essence is doing not just knowing – test is result not just logic – its authority is performance – MBO – result oriented – despite wars, depressions, dictatorships – prosperity, creations, innovations – Mgt produces economic means and opportunities to use the K for all types of institutions -    

12.                       Measurements: of resources and results only opinions are not enough – Mgt. is leadership – for quality of life, safe products, environment friendly materials and processes, welfare, social sensitivity, applies K, vision to do better and better and better……..

Organisation: ‘is the place where managers practice the art of Mgt. ‘  

·       ‘A formalized intentional structure of roles or/and positions’

·       ‘A consciously coordinated social unit composed of people that function on a relatively continuous basis to achieve a common goal or set of goals’

Personnel and HR at different levels

1.    At macro level

‘Personnel is limited to employees of all organisation’

HR – the total sum of all the components [like skill, creativity, abilities etc] possessed by all the people [employed, unemployed, self employed, etc.]

2.    At organisational level

Personnel – employees of the organisation

HR – Resources of all the people who contribute their services to the attainment of organisational goals – [+ve and _ve] –from rank and file to top mgt., Board of directors, consultants, experts, honorary workforce, family members of all of them – along with their skills, knowledge, experience, talents, abilities, human values, ethos, etc. also are included in resources.

HRM – ‘management of dynamic components of all the people, at all levels in the organisational hierarchy, round the clock and throughout the year.’

Personnel Mgt. ‘ a specialized knowledge and art concerned with the Mgt. Of human resources in an org.’

Nature and scope of HR in org.s

Management Functions:

ü Every manager – personnel manager:

Encourage, dampen/discourage, initiate, inspire, activate, frustrate, motivate, cooperate – throughout the org.

ü Maximum returns from investments in HR: with use

ü Major advisors to top Mgt.