Features of Management (Coursework Sample)

MANAGEMENT
Introduction
Since 1900, the major schools of thought have fallen within one of the historical perspectives, of management thought: The structural perspective, generally held at the turn of the 19th century, evolved from that time to encompass the theory of scientific management, classical theory, bureaucracy, decision theory and systems theory. The human perspective, which first appeared in the 1920s, eventually included schools of thought focused on human relations, group dynamics and leadership research. Many aspects of earlier viewpoints, philosophies and schools of thought remain relevant today.
Management is the process of designing and maintaining an environment in which individuals working together, in-groups, efficiently to accomplish selected aims:
* As managers, people carry out the function of planning, organizing, staffing, leading and controlling.
* Management applies to any kind of organization and managers at all levels
* The aim of all managers is the same; to create a surplus
* Managing is concerned with productivity; effectiveness and efficiency.
Management has also been defined as a form of work that involves coordinating an organization's resources towards accomplishing organization's objectives.
Management pioneers such as George Terry, Harold Koontz, Cyril O'Donnell, and Ralph Davis all published management texts in the 1950s that defined management as a process consisting of a set of interdependent functions.
1 Features of Management
1 Management is a Continuous Process
Management is an ongoing process and therefore, the functions of planning, organizing, leading and controlling are performed one after the other. They are performed in a repetitive cycle in a spiraling pattern.
2 It is Multidisciplinary in nature
Management is done through people; therefore it uses knowledge from different disciplines such as information technology, sociology, economics, etc.
3 Management is result oriented
Performance standards may often be stated in units produced, cost, profits, revenue, number of defective products, or levels of customer service.
4 Management is pervasive
Management applies in different areas including; business, educational, charitable etc. It is necessary for all activities.
5 Follows established principles or rules
Different scholars; Fredrick W. Taylor (1856 – 1915), Henri Fayol (1841 – 1925) and Max Weber, state that management follows established principles, such as unity of command, standards, division of work etc. and these principles help solve the problems in the organization.
6 Management is a group activity
In the process of management individuals working together in groups are efficiently used to achieve organization's goals.
7 Management is an Art and a Science
Management should conduct continuous research; it is a science that is result oriented.
2 The Functions of Management
There are five basic functions that manager perform: planning, organizing, commanding, coordinating and controlling. Henri Fayol was the first person to identify these functions of management in his classic 1916 book Administration Industrielle et Generale. Fayol.
Managers engage in these functions to combine human, financial, physical, and information resources efficiently (using resources wisely and in a cost-effective way) and effectively (making the right decisions and successfully implementing them) and to work toward achieving the goals of the organization.
8 Planning
Planning involves setting objectives and determining a course of action for achieving these objectives. It requires that managers be aware of environmental conditions facing their organization and forecast future conditions. It also requires that managers be good decision-makers. Planning involves choosing tasks that must be performed to attain organizational goals, outlining how the tasks must be performed, and indicating when they should be performed. Planning activity is concerned with the success of the organization in the short term as well as in the long term.
9 Organizing
Organizing can be thought of as assigning the tasks developed in the planning stages, to various individuals or groups within the organization. Organizing is to create a mechanism to put plans into action. It involves developing an organizational structure and allocating human resources to ensure the accomplishment of objectives. Decisions must be made about the duties and responsibilities of individual jobs as well as the manner in which the duties should be carried out.
10 Leading
Leading involves influencing others toward the attainment of organizational objectives. Effective leading requires the manager to motivate subordinates, communicate effectively, and effectively use power. If managers are effective leaders, their subordinates will be enthusiastic about exerting effort toward the attainment of organizational objectives. To become effective at leading, managers must first understand their subordinates' personalities, values, attitudes, and emotions.
Controlling
Controlling involves ensuring that performance does not deviate from standards. Controlling consists of three steps, which include establishing performance standards, comparing actual performance against standards, and taking corrective action when necessary. Performance standards are often stated in monetary terms such as revenue, costs, or profits, but may also be stated in other terms, such as units produced, number of defective products, or levels of customer service.
Effective controllin