I.D Management

Management

• purpose activity that directs grp efforts towards the attainment of pre determined goals

• process of working w/ and through others toe effectively achieve the goals by efficiently using limited sources 

• these goals may vary from enterprise to another

• creates an internal environment:  it is the management which puts ino use the various factors of production

• its responsibility is to maximize efforts for people to perform efficiently & effectively

• ensures availability of raw materials, determination of wages & salaries, formulation of rules & regulations etc.

Management Is Both Science And Art

• Science provides knowledge & art deals with applying knowledge & skills.

Management Is A Science.

• Universally Accepted Principles

  • represents basic truth abt particular field of enquiry

  • these principles may be applied in all situation 

    • eg: law of gravity can be applied to all countries irrespective of the time

  • contains fundamental principles that can be applied universally, like the principle of unity command

    • eg: one man, one boss (applicable to all organizations, business or not)

Experimentation & Observation

• scientific principles are derive thru scientific investigation & research

  • eg: based on logic, the principle that Earth goes around the sun has been scientifically proved.

• Management principles are also based on scientific inquiry & observation and have been developed thru experiments 

  • eg: it is observed that fair remuneration to personal helps in creating satisfied work force

Cause & Effect

• principles of science lay down cause & effect relationship between various variables

  • eg: when metals are heated they expand (the cause is heat & result is expansion)

• same for management, because lack of parity (balance) between authority & responsibility leads to effectiveness

Test Of Validity & Predictability

• validity of scientific principles can be tested at any time or any number of times

  • eg: they stand the test of the time. each of these tests gives the  same result, and future events can be predicted with reasonable accuracy

• management can also be tested for validity

  • eg: principle of unity of command through comparing two people – one having 1 boss and one 2 bosses. the performance of the 1st is better.

Difference Of Management From Pure Science

• Management follows a systematic body of knowledge but lacks the exactness of physical sciences. This is due to its focus on human behavior, which is difficult to predict.

• As a social process, management falls under social sciences. Its flexibility means theories may yield different results in varying situations, classifying it as a behavioral science.

• Ernest Dale refers to management as a Soft Science.

Ernest Dale

who refers to management as a Soft Science.

Management As An Art

• application of knowledge and skill to try and get the desired results

• personalized application of general theoretical principles

Practical Knowledge

important to know the practical application of theoretical principles; to become a good painter, the person may not only know different color and brushes but also different designs

Personal Skill

• level of success and quality of performance differs from one person to another

• every manager has their way of managing things based on their knowledge and experience

Creativity

• every artist has an element of creativity in line

• that is why they aim at producing something that has never existed before, which requires a combination of intelligence & imagination

Perfection Through Practice

• more proficient through constant practice

• learn through an art of trial and error initially but application of management principles over the years

Goal-Oriented

• every art is result-oriented as it seeks to achieve concrete results

• directed towards the accomplishment of pre-determined goals

• requires the application of certain principles rather, it is an art of the highest order because it deals with molding the attitude and behavior

Levels Of Management

• a line of demarcation between various managerial positions in an organization

• the levels in management increase when the size of the business and workforce increases and vice versa

• the level of management determines a chain of command, the amount of authority & status enjoyed by any managerial position

Top-Level Management

• consists of board of directors, chief executive or managing director

• the ultimate source of authority and it manages goals and policies for an enterprise

  • Sets objectives and policies.

  • Issues budget, procedure, and schedule guidelines.

  • Prepares strategic plans.

  • Appoint middle management executives.

  • Coordinates department activities.

  • Manages external relations & Provides guidance.

  • Accountable to shareholders for performance.

Middle-Level Management

• branch managers and departmental managers constitute middle-level

• responsible to the top management for the functioning of their department

• devote more time to organizational and directional functions

  • Execute plans per top management policies.

    • Plan for subunits.

    • Assist in hiring and training lower management.

    • Communicate policies to lower management.

    • Coordinate division/department activities.

    • Report key data to top management.

    • Evaluate junior managers.

Lower Level Of Management

• known as supervisory/operative level of management

• consists of supervisors, foremen, section officers, superintendent

• concerned with direction and controlling function of management

  • Assign tasks and guide workers daily.

  • Ensure quality, quantity, and discipline in production

  • Maintain good relations and address workers' issues and grievances.

  • Supervise, train, and motivate workers.

  • Provide materials and submit performance reports.

  • Build the enterprise's image through direct contact.

Functions Of Managing And Leading

• Effective management and leadership involve problem-solving, motivating employees, and achieving organizational goals.

• Distinguish management from other business functions like marketing, accounting, and finance.

Planning

• The function of management controls planning to ensure the organization runs smoothly.

• Define a goal and determine the best course of action to achieve it.

• _____ must coordinate with all levels of management and leadership.

Organizing

• The function of leadership controls the overall structure of the company.

• Organizational structure = foundation; w/o it day-to-day operations would become hard & unsuccessful.

• Assigns tasks and responsibilities to employees with the necessary skills to complete them.

Staffing

• he function of management controls recruitment and personnel needs of the organization.

• It encompasses training, development, performance appraisals, promotions, and transfers.

Coordinating

• Leadership manages organizing, planning, and staffing, ensuring alignment for the organization’s success.

• This occurs in meetings with department heads to align objectives and goals.

Controlling

• The function of management ensures all organizational functions are in place and operating successfully.

• It identifies issues and creates new performance standards to address them.