Unit -I
Introduction
NATURE OF MANAGEMENT PROCESS:
Management is a process which brings the scarce human and material resources together and motivates people for the achievement of objectives of the organization. Management isn't a onetime act but an on-going series of interrelated activities. The sum of these activities is called as management process. It consists of a group of interrelated operations or functions necessary to attain desired organizational goals. A process is a systematic way of doing things. It’s concerned with conversion of inputs into outputs. An analysis of management process will enable us to understand the functions which managers perform.
Features of Management Process:
Management process is characterized by the subsequent features:
1. Social Process:
The entire management process is considered a social process as the success of all organizational efforts depends upon the willing co-operation of individuals. Managers guide, direct, influence and control the actions of others to attain stated goals. Even people outside the organization are influenced by the actions of managers.
2. Continuous Process:
The process of management is on-going and continuous. Managers continuously take up one or the opposite function. Management cycle is repeated over and once again, each managerial function is viewed as a sub-process of total management process.
3. Universal:
Management functions are universal in the sense that a manager has to perform them regardless of the size and nature of the organization. Each manager performs similar functions no matter his rank or position in the organization. Even during a non-business organization managerial functions are the same.
4. Iterative:
Managerial functions are contained within each other the performance of the next function doesn't start only when the earlier function is finished. Various functions are taken together. For instance, planning, organizing, directing and controlling may occur within staffing function. Similarly, organizing may require planning, directing and controlling. So all functions are often thought of as sub-functions of each other.
5. Composite:
All managerial functions are composite and integrated. There cannot be any sequence which may be strictly followed for performing various functions. The sequential concept could also be true in a newly started business where functions may follow a specific sequence but the same won't apply to a going concern. Any function may be taken up first or many functions may be taken up at the same time.
Classification of Management Functions:
Different authors have given different managerial functions. Henry Fayol was the first to define specific functions of management. In his words, “To manage is to forecast and plan, to organize, to command, to co-ordinate and to control.”
He has given the subsequent functions:
(i) Forecasting and planning.
(ii) Organizing.
(iii) Commanding.
(iv) Co-ordination.
(v) Control.
Luther Gulick used the word POSDCORB to explain various functions.
This initial describes the subsequent functions: Planning (P). Organizing (O), Staffing (S), Directing (D), Controlling (CO), Reporting (R) and Budgeting (B).
Ralph Davis gave three functions of management: Planning, Organizing and Control. He was of the view that command and co-ordination facilitate control so these should be a part of it.
Koontz and O’ Donnell have adopted the subsequent functions:
(i) Planning,
(ii) Organizing,
(iii) Staffing,
(iv) Directing and
(v) Controlling.
Key Takeaways:
MANAGERIAL ROLES (MINTZBERG); AN OVERVIEW OF FUNCTIONAL AREAS OF MANAGEMENT.
Mintzberg published his Ten Management Roles in his book, "Mintzberg on Management: Inside our Strange World of Organizations," in 1990.
The ten roles are:
The 10 roles are then divided up into three categories, as follows:
Interpersonal Category:
Informational Category:
Decisional Category:
Let's look at each of the ten managerial roles in greater detail.
Interpersonal Category:
The managerial roles in this category involve providing information and ideas.
Figurehead – As a manager, you have social, ceremonial and legal responsibilities. You're expected to be a source of inspiration. People look up to you as a person with authority, and as a figurehead.
Leader – This is where you provide leadership for your team, your department or perhaps your entire organization; and it's where you manage the performance and responsibilities of everyone in the group.
Liaison – Managers must communicate with internal and external contacts. You need to be able to network effectively on behalf of your organization.
Informational Category:
The managerial roles in this category involve processing information.
Monitor – In this role, you regularly seek out information related to your organization and industry, looking for relevant changes in the environment. You also monitor your team, in terms of both their productivity, and their well-being.
Disseminator – This is where you communicate potentially useful information to your colleagues and your team.
Spokesperson – Managers represent and speak for their organization. In this role, you're responsible for transmitting information about your organization and its goals to the people outside it.
Decisional Category:
The managerial roles in this category involve using information.
Entrepreneur – As a manager, you create and control change within the organization. This means solving problems, generating new ideas, and implementing them.
Disturbance Handler – When an organization or team hits an unexpected roadblock, it's the manager who must take charge. You also need to help mediate disputes within it.
Resource Allocator – You'll also need to determine where organizational resources are best applied. This involves allocating funding, as well as assigning staff and other organizational resources.
Negotiator – You may be needed to take part in, and direct, important negotiations within your team, department, or organization.
DEVOLPMENT OF MANAGEMENT THOUGHTS
Knowing the story behind the development of the management thought and the advancement of speculations is fundamental. In the event that you know about them, including the advancement that achieved the current practices in business, at that point you will have a superior comprehension of the board rules that can assist you with overseeing individuals all the more successfully. The fact of the matter is that a great deal has changed about administration. Accentuation on structure and authority is no longer as solid as it used to be before. Presently the attention is on representatives. Notwithstanding, there are hypotheses on the components that rouse representatives.
Classical and neo-classical system-
Classical Theory of Management :
The board is an efficient organization (cycle) of interrelated capacities. Formal schooling and preparing is stressed for creating the board aptitudes. Individuals are persuaded by financial additions. Stress was given to the conventional association structure. Numerous standards have been created for the rehearsing chief. Capacities, standards and aptitudes of the board are viewed as widespread.
Neo-Classical Theory of Management:
This hypothesis manages the human factor. Elton Mayo and Mary Parker Follett are the fundamental patrons of human relations approach. This methodology additionally causes 'Conduct Science Management' which is a further refinement of human relations approach.
1. Human Relations Theory: It has focused on individual conduct. This considers bunch struggle as a negative power that influences authoritative effectiveness. It sees the laborers as a 'Social Man'. It offers significance to formal association structure. It sees association as social framework. It doesn't give logical vision to contemplate human conduct. Self-course and restraint methods are utilized in a restricted degree. It grants collective choice creation somewhat just to the normal choices.
2. Behavioral Science Theory: It has focused on gathering conduct. This considers bunch struggle as wellspring of new and inventive thoughts. It sees the laborers as a 'Self-Actualizing Man. It stresses on similarly an adaptable association structure. It sees as socio-specialized framework. It gives logical comprehension of human conduct. Self-bearing and discretion procedures are utilized to build bunch proficiency. It empowers collective choice creation for both daily schedule and significant issues.
Contingency Approach:
The all-inclusive cycle approach is the most established and one of the most mainstream ways to deal with the board thought. It is otherwise called the Universalist or useful methodology. As indicated by the all-inclusive cycle approach general cycle approach.It requires a similar reasonable administration measure In the organization, all things considered, public or private or huge or little, requires a similar balanced cycle. The Universalist methodology depends on two fundamental suspicions. To begin with, in spite of the fact that the motivation behind associations may shift for instance, business, government, training, or religion and so forth A center administration measure stays as before over all associations. Fruitful chiefs, thusly, are compatible among associations of contrasting purposes. Second, the general administration cycle can be decreased to a bunch of isolated capacities and related standards. In 1916, at 75 years old, Fayol's work has left a perpetual blemish on 20th century the executives thinking. Fayol was initial an architect and later a fruitful head in an enormous French mining and metallurgical concern, which is maybe why he didn't turn to hypothesis in his spearheading the management book. Or maybe, Fayol was a chief who endeavored to interpret his wide managerial experience into viable rules for the fruitful administration of a wide range of associations.
1. Division of Work: Representatives spent significant time in various zones and they have various aptitudes. Various degrees of mastery can be recognized inside the information zones from generalist to expert. Individual and expert improvements uphold this. As per Hanery Fayol specialization advances proficiency of the labor force and builds profitability. Furthermore, the specialization of the labor force expands their precision and speed. This administration standard of the 14 standards of the executives is pertinent to both specialized and administrative exercises.
2. Authority and Responsibility: In request to complete things in an association, the executives have the position to provide requests to the representatives. Obviously with this position comes duty. As per Hanery Fayol, the going with force or authority gives the administration the option to provide requests to the subordinates.
3. Discipline: This rule is about dutifulness. It is frequently a portion of the fundamental beliefs of a mission of articulation and vision as great lead and conscious connections. This administration guideline is fundamental and is viewed as the oil to make the driving force of an association run easily.
4. Unity of Command: The administration standard 'Solidarity of order' implies that an individual representative ought to get orders from one administrator and that the worker is liable to that supervisor. In the event that assignments and related obligations are given to the representative by more than one supervisor, this may prompt disarray which may prompt potential clashes for workers. By utilizing this standard, the obligation regarding missteps can be set up more without any problem.
5. Unity of Direction: This administration guideline is about concentration and solidarity. All workers convey the very exercises that can be connected to similar targets. All exercises must be completed by one gathering that frames a group. These exercises must be portrayed in a strategy. The administrator is eventually liable for this arrangement and he screens the advancement of the characterized and arranged exercises. Center zones are the endeavors made by the representatives and coordination.
6. Subordinate Individual Interest: There are in every case a wide range of interests in an association. To have an association work well, Hanery Fayol demonstrated that individual interests are subordinate to the interests of the association. The essential spotlight is on the hierarchical targets and not on those of the person. This applies to all degrees of the whole association, including the chiefs.
7. Remuneration: Motivation and profitability are near each other to the extent the smooth running of an association is concerned. This administration rule of the 14 standards of the board contends that the compensation should be adequate to keep representatives inspired and profitable. There are two kinds of compensation specifically non-money related a commendation, more duties, credits and financial pay, reward or other monetary pay. At last, it is tied in with remunerating the endeavors that have been made.
8. The Degree of Centralization: Management and authority for dynamic cycle must be appropriately adjusted in an association. This relies upon the volume and size of an association including its progressive system. Centralization suggests the grouping of dynamic authority at the top administration. Sharing of experts for the dynamic cycle with lower levels is alluded to as decentralization by Hanery Fayol. Hanery Fayol showed that an association ought to make progress toward a decent equilibrium in this.
9. Scalar Chain: Hierarchy introduces itself in some random association. This shifts from senior administration to the most reduced levels in the association. Hanery Fayol "progression" the board rule expresses that there should be an away from in the territory of power. This can be viewed as a kind of the management structure. Every representative can contact a director or an unrivaled in a crisis circumstance without testing the pecking order. Particularly, when it concerns reports about cataclysms to the prompt directors/bosses.
10. Order: According to this guideline workers in an association must have the correct assets available to them with the goal that they can work appropriately in an association. Notwithstanding social request and duty of the supervisors, workplace must be protected, perfect and clean.
11. Equity: The administration standard of value regularly happens in the guiding principle of an association. As indicated by Hanery Fayol representatives must be dealt with sympathetic and similarly. Representatives must be in the ideal spot in the association to do things right. Administrators ought to oversee and screen this cycle and they should treat representatives decently and fairly.
12. Stability of Tenure of Personnel: This guideline speaks to sending and overseeing of faculty and this should be in offset with the administration that is given from the association. The executives endeavor to limit worker turnover and to have the correct staff in the perfect spot. Center zones, for example, successive difference in position and adequate improvement must be overseen well.
13. Initiatives: Hanery fayol contended that with this administration standard workers should be permitted to communicate groundbreaking thoughts. This supports interest and inclusion and makes added an incentive for the organization. Representative activities are a wellspring of solidarity for the association as per Hanery Fayol urges the workers to be involve and interested.
14. Esprit de Corps: This standard represents taking a stab at the inclusion and solidarity of the workers. Directors are liable for the improvement of spirit in the work environment; exclusively and in the territory of correspondence. Esprit de corps adds to the improvement of the way of life and makes an air of shared trust and comprehension.
Key Takeaways:
References:
