Nature Of Management || Class 12 || NEB ||
Meaning Of Management
Management is the art
skill or process of utilizing the limited resources of the organization to obtain the desired goal.
Or
Getting work done through
others is management
The resources of the
management or 5M of management
The
5Ms of management are a framework for understanding the key resources that
businesses need to succeed. The 5Ms are:
- Manpower: This
refers to the people who work in the business, including both managerial
and non-managerial staff.
- Materials: This
refers to the physical resources the business uses to produce its
products or services, such as raw materials, components, and packaging.
- Machinery: This
refers to the equipment that the business uses to produce its products or
services, such as tools, machinery, and vehicles.
- Money: This
refers to the financial resources that the business needs to operate, such
as capital, revenue, and expenses.
- Methods: This
refers to the processes and procedures that the business uses to produce
its products or services, such as manufacturing processes, marketing
techniques, and customer service methods.
Approach of Management
Management can be
understood from two approaches;
A.
Common approach
B.
System Approach
A. Common Approach
The common approaches of
Management attempt to understand its form the following perspective
1. As
a Noun
2. As
a Discipline
3. As
a Process
1. As a Noun (activities)
Management is seen as a
set of activities that are performed by managers or groups of people. These
activities include planning, organizing, leading, and controlling which can
benefit the business to achieve its objective.
2. As a Discipline
Management as a discipline
refers to the subject. It’s bringing newness to the management. It’s introduced
new idea, vision, Principle, Science, and Technology which helps to make
effective management in the organization and it can be transferred to others using teaching and learning.
Here
are some of the benefits of studying management as a discipline:
- You will learn about the different theories and
concepts of management.
- You will learn how to apply these theories and
concepts in practice.
- You will develop your critical thinking and
problem-solving skills.
- You will learn how to work effectively with
others.
- You will gain a better understanding of the
challenges that managers face.
3. As a Process
Management as a process
refers to the series of steps or activities that managers undertake to achieve
organizational goals. The steps are the activities are planning organizing
staffing directing and controlling.
B. System Approach
The System approach Of
Management indicates it is a comprised form of all managerial functions which
are focused to achieve the predetermined objectives or output together by
processing the input resources within the influence of the environment
Inputs:
These are the resources and information that the organization requires to
function. Inputs can include raw materials, human resources, financial
resources, technology, and information from the external environment.
Processes:
These are the activities and operations that the organization undertakes to
transform inputs into outputs. Processes can include production, marketing,
sales, customer service, and other activities specific to the organization's operations.
Outputs:
These are the results or outcomes that the organization aims to achieve.
Outputs can be tangible, such as products or services, as well as intangible,
such as customer satisfaction, brand reputation, or financial performance.
Essentials/ Nature of Management
1. Distinct
Process
2. Goal-Oriented
3. Art,
Science, and Profession
4. Group
Activity
5. Universal
Activity
6. Integration
Process
7. Separate
Identity
8. Pervasive
9. Tangible
And Intangible
10.
Dynamic
11.
Multidisciplinary
12.
System of authority
Distinct Process
"Distinct
Process" in management refers to a unique and separate set of activities
or steps that are followed to achieve the objectives of an organization. These
activities involve organizing and utilizing human and non-human resources systematically to achieve the organization's goals.
Goal-Oriented
In management, being
"goal-oriented" means that all the activities and efforts are focused
on achieving specific objectives or targets that have been set by the
organization. Managers and teams align their actions, plans, and resources
toward these goals.
Art, Science, and
Profession
Management can be seen as
an art, science, and profession. It involves the creative application of skills
and art to effectively lead and manage people and resources. It also utilizes
evidence-based principles and theories (science) to make informed decisions and
improve organizational performance.
Group
Activity
Management is considered
a group activity because it involves coordinating and working with a team of
individuals to achieve the objectives of an organization. It requires
collaboration, communication, and coordination among group members to
effectively plan, organize, and execute tasks and projects. The collective
efforts of the group contribute to the overall success of the organization.
Universal
Activity
In simple terms,
"universal activity" in management means that management is necessary
for all organizations, regardless of their size or type. Every organization, be
it a business, government agency, oradministration, needs management to plan,
organize, lead, and control its operations.
Integration
Process
The
integration process in management refers to the coordination of various resources within an organization
to achieve its objectives. It involves bringing together human and non-human
resources, such as capital, machinery, information, and other assets, in a
harmonious manner
Separate Identity
In management,
"separate identity" refers to the difference between managers and owners/entrepreneurs.
Managers are responsible for efficiently utilizing resources, while owners
focus on resource mobilization
Pervasive
In management,
"pervasive" means that the principles and practices of management apply to all types of organizations, regardless of their size, sector, or
purpose. Management is a universal function that is necessary for the effective
operation and achievement of goals in various types of organizations, including
both profit and nonprofit entities.
Tangible
And Intangible
Tangible aspects in
management are visible and quantifiable, like financial results, physical
assets, or production output. Intangible aspects, such as employee morale and
organizational culture, are less concrete and harder to measure directly. Both
tangible and intangible factors contribute to the overall effectiveness and
success of management practices in an organization.
Dynamic
In simple terms,
"dynamic" in management means that it is always changing and requires
continuous adaptation. Managers need to be flexible and adjust their strategies
and approaches to keep up with the evolving business environment and
effectively achieve organizational goals.
Multidisciplinary
In management,
"multidisciplinary" means that it combines ideas and knowledge from
different fields. Managers use concepts from various disciplines like
economics, psychology, sociology, and statistics to understand and address
organizational challenges. By drawing from these diverse areas of study,
managers gain a well-rounded perspective that helps them make informed
decisions and tackle complex issues effectively.
System of authority
A "system of
authority" in management refers to the way decisions are made and power is
distributed within an organization. It determines who has the authority to make
decisions and sets the chain of command. In this system, higher-level managers
have the power to make important decisions, while lower-level managers and
employees have authority delegated to them to carry out tasks and
responsibilities
Management as a Science an Art and a Profession
Management
as a Science
In
management, science is considered as knowledge. To obtain knowledge any
organization conducts various methods such as observation, evaluation, and
research. After the observation, evaluation, and research the management keep
the useful information, knowledge, and principle. Which can improve the
management system of any organization.
OR
Management
as a science is like a set of organized tools and knowledge that help us
understand how to run things smoothly. It uses observations and research to
determine the best ways to solve problems and achieve goals. Just like science
helps us understand the world, management science helps us understand how to
make organizations work better.
Characteristics
of science
1. Universal principle
2. Scientific research system
3. Relation between cause and effect
4. Testable principle
1.
Universal principle:
Universal principles in management are basic rules that work in different
situations. It's like having a set of guidelines that can be used by any
company or organization. For example, one universal principle is that employees should have only one boss so they know who to listen to.
2.
Scientific research system: In management, using a scientific research system means using a
structured approach to find solutions to problems. It's like doing experiments
and gathering information to make better decisions. For instance, managers can
ask employees questions or collect data to understand how to make the workplace
better.
3.
Relation between cause and effect: This means understanding how one thing leads to another. In
management, it's about knowing that when we do something, it has an impact on
something else. For example, if a company provides good training to its
employees, it can expect them to do their work better and achieve good results.
4.
Testable principle:
Testable principles in management are like rules that we can check to see if
they work. It's like trying something out and seeing if it gives us the
expected outcome. For example, if a manager wants to increase sales, they can
create a special offer and see if more people buy the product. If they see a
positive change in sales, it shows that the principle worked.
Management
As an Art
Art is the
skill of knowing how to use principles and policies effectively on the field. The
art of management converts Theoretical knowledge to Practical.
OR
Management
as an art means that managing is like a skill, just like painting or playing an
instrument. It involves using knowledge and experience to make decisions and solve
problems in a creative way
Characteristics
of Art
1. Practical knowledge
2. Personal skill
3. Concrete result
4. Creativity
5. Personal judgment
6. Improvement through continuous
practice
1.
Practical knowledge:
Art requires knowing how to use what you've learned practically. It's
like learning how to use tools or techniques to create something.
2.
Personal skill: Just
like artists have their own unique way of painting or drawing, managers have
their own special abilities and ways of doing things.
3.
Concrete result: Art
produces something you can see or touch, like a painting or sculpture.
Similarly, in management, the work you do has a clear outcome or result that
you can observe.
4.
Creativity: Art involves
using your imagination and coming up with new ideas. It's about thinking
outside the box and doing things uniquely and originally. Managers also
use creativity to solve problems and find new ways of doing things.
5.
Personal judgment:
In art, you make decisions based on what you think looks good or feels right.
Similarly, managers make decisions based on their own judgment and what they
believe will work best for their team or organization.
6.
Improvement through continuous practice: Just like practicing a musical instrument helps you get
better, practicing management skills and techniques helps managers improve. The
more they practice and learn from their experiences, the better they become at
managing people and tasks.
Management
As a Profession
If an
individual or a manager is specialized in a subject having special knowledge
and skills then we can take it as a profession.
OR
Management
as a profession is a specialized job where people use their knowledge and
skills to organize and lead a company or team. They work to help the
organization succeed and make decisions that benefit everyone involved.
Characteristic of profession
1. Specialized knowledge and skill
2. Acquiring knowledge
3. code of conduct
4. reasonable remuneration
5. social responsibility
6. membership in the professional
organization
1.
Specialized knowledge and skill: A profession means having special knowledge and skills in a
particular area, like being really good at something because you've learned a
lot about it. For example, doctors know a lot about medicine, and teachers have
special skills to teach well.
2.
Acquiring knowledge:
In a profession, you keep learning and gaining knowledge to become even better
at what you do. It's like studying and attending workshops or training programs
to improve your abilities. Doctors learn about new medical treatments, and
engineers study the latest technologies.
3. Code
of conduct:
Professionals follow a set of rules or a code of behavior. It's like having
guidelines to act responsibly and ethically. Doctors and teachers, for
instance, must be honest and caring in their work.
4.
Reasonable remuneration: When you're a professional, you get paid fairly for your work. It's like
receiving a reasonable salary or payment for the valuable services you provide.
For example, architects get paid for designing buildings, and chefs earn money
for cooking delicious food.
5. Social
responsibility:
Professionals feel responsible for the people they serve. It's like caring
about how your work affects others. Doctors want to improve people's health,
and social workers help those in need.
6.
Membership of professional organization: In most professions the professionals have to get a
membership and a license from a legal body before practicing the representative
performance it’s like the registration of a company.
Key Management Function
1.
Planning
2.
Organization
3.
Staffing
4.
Leading
5.
Controlling
6.
Coordination
1. Planning: It's about
making a roadmap for what the organization wants to achieve in the future and
deciding how to get there.
2. Organizing: This
involves setting up the structure of the organization, figuring out who does
what, and making sure everything runs smoothly.
3. Staffing: It's all
about finding the right people for the right jobs, training them, and helping
them grow within the organization.
4. Leading: This is about
guiding and motivating people to do their best work and achieve the
organization's goals.
5. Controlling: It's like
keeping an eye on things to make sure they go according to plan. If something
is off track, it's about taking corrective action.
6. Coordination: This
means making sure all the different parts of the organization work together seamlessly
to reach common goals.
Levels of Management
1. Top Level Management
2. Middle-Level Management
3. Lower-Level Management
1. Top Level Management: This level consists of a
smaller group of managers at the highest hierarchy of the organization. They
are responsible for determining the organization's plans, policies, and
objectives. Their major functions include providing direction, setting up the
organizational structure, delegating authority, providing leadership,
controlling activities, preparing operational policies, and representing the
organization externally.
Function Of Top-Level Management
To set up an organizational structure.
To delegate and decentralize authority.
To provide leadership.
To control the activities of the organization.
To prepare organizational operational policies.
To control the activities of the organization
2. Middle-Level Management: This level includes
department heads or functional managers, such as production managers, marketing
managers, finance managers, etc. Their responsibility is to implement the
policies and plans set by top-level management through lower-level managers.
They supervise and coordinate the work in their respective departments and areas.
Middle-level management can be further divided into upper-middle and
lower-middle levels.
Function Of Middle-Level Management
To interpret the policies of the organization.
To prepare organizational setup in their department.
Direct departmental employees and lower-middle level
management and get and report information about the daily results of the
respective department.
To implement policies and decisions prepared by top-level
management.
To appoint employees to fulfill departmental vacancies.
To act as a linking pin between the top and lower-level
management.
To make necessary plans to achieve the objectives set by
the top-level management. To provide information and assistance to the top
management in revising the plans and policies for better performance,
To evaluate the performance of departmental employees,
etc. Lower-middle level management includes branch managers, assistant managers,
plant managers, operation managers, factory-supervisor,
3. Lower-Level Management: Also known as first-level,
operating, this level is the lowest hierarchy in the management chain. It
includes supervisors, office managers, etc. Their tasks involve directing,
guiding, supervising, and coordinating the employees working in the workplace,
and they enforce policies and directions given by higher-level management.
Additionally, they are responsible for motivating, rewarding, and ensuring
discipline among the workers.
Function Of Top-Level Management
To give orders and instructions to workers.
To supervise, monitor and control workers' functions.
To develop an action plan for their own branch or section.
To classify the work among the employees to be done by own branch and assign a task to the concerned workers.
To Provide and maintain necessary equipment, tools, materials, etc. to complete the work assigned to the workers and provide necessary training to the workers.
To solve the problems raised by the workers, it can be solved, otherwise refer to the upper level.
To give suggestions and necessary concerns to the middle-level manager about the work environment.
To maintain discipline amongst the workers.
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