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Management is the process of reaching organizational goals by working with and through people and other organizational resources.
Management has the following3 characteristics:
It is a process or series of continuing and related activities.
It involves and concentrates on reaching organizational goals.
It reaches these goals by working with and through people and other organizational resources.
MANAGEMENT FUNCTIONS:
The4 basic management functions that make up the management process are described in the following sections:
PLANNING
ORGANIZING
INFLUENCING
CONTROLLING.
PLANNING:
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 focuses on attaining goals. Managers outline exactly what organizations should do to be successful. Planning is concerned with the success of the organization in the short term as well as in the long term.
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.
People within the organization are given work assignments that contribute to the company’s goals. Tasks are organized so that the output of each individual contributes to the success of departments, which, in turn, contributes to the success of divisions, which ultimately contributes to the success of the organization.
INFLUENCING:
Influencing is also referred to as motivating,leading or directing.Influencing can be defined as guiding the activities of organization members in he direction that helps the organization move towards the fulfillment of the goals.
The purpose of influencing is to increase productivity. Human-oriented work situations usually generate higher levels of production over the long term than do task oriented work situations because people find the latter type distasteful.
CONTROLLING:
Controlling is the following roles played by the manager:
Gather information that measures performance
Compare present performance to pre established performance norms.
Determine the next action plan and modifications for meeting the desired performance parameters.
Controlling is an ongoing process.
ROLE OF A MANAGER
A manager in an organization is not always a leader. Management and leadership are two different concepts, though often appear to overlap.
Modern organizations tend to be complex and operate in a global business environment. Therefore, there is renewed focus on the importance of management and leadership and their distinctive roles in promoting and advancing the interests of the organization. Hard competition and continuous pressures for change demand that managers and leaders work closely together for achieving business goals.
On the practical level, a manager is called upon to evince the quality of leadership and a leader the knack for managing difficult situations in their respective roles in any organization. Pragmatically speaking, then, the distinction between a manager and leader is not problematic. “A manager is often portrayed as a procedural administrator/supervisor—an individual in an organization with recognized formal authority who plans, coordinates and implements the existing directions of the organization (Koontz et al,1986).”
A leader, on the other hand, is defined as someone who occupies a position of influence within a group that “extends beyond supervisory responsibility and formal authority” (Vecchio et al.1994:504) and is involved in devising new directions and leading followers “to attain group, organizational and societal goals” (Avery1990:453). This distinction between the supervisory manager and visionary leader has to be understood in terms of their respective tasks and functions.
Duns ford, a management guru, believes that management is concerned with ‘efficiency’—with tasks such as coordinating resources and implementing policy, while leadership has to concern itself with ‘effectiveness’ of making decisions, setting directions and principles, formulating issues and grappling with problems. Katz (1974:90-102), however, has identified three critical managerial skills and the last two happen to be attributes of competent leadership. These are: technical skills (the ability to perform particular tasks or activities); interpersonal skills (the ability to work well with other people); and conceptual skills (the ability to see the ‘big picture’).
Modern leadership theory supports an integrated approach to management and leadership. Early work on leadership identified the various styles of leadership based on personal traits and behavior of an effective leader, such as drive, desire to lead, decisiveness, honesty and integrity, self-confidence, intelligence, job relevant knowledge (Kirkpatrick and Locke1991:48-60). The behaviorist models focused on the relationship between a leader’s actions and their impact on the
Attitudes and performance of employees. These studies compared various styles of leadership, such as authoritarian and democratic styles. They studied if an effective leader was more prone to efficient accomplishment of a task rather than being inclined to the welfare of employees and subordinates.
The ideal style, as proposed by Stogdill in1974, combined the best of
Both approaches. In later work we find considerations of leadership theory as
Part of a wider approach to modern management.
The traditional distinctions between a manager and leader is disappearing. Modern business operates in the midst of uncertainties as the current global slowdown and enveloping financial crisis show. Accordingly, the role of a manager demands flexibility, dynamism, management skills as well as leadership quality.
Management in business and organizations means to coordinate the efforts of people to accomplish goals and objectives using available resources efficiently and effectively.What is the Role of a Manager?
The role of a manager is to provide leadership and organization to a large group of people or employees. A manager oversees production and makes sure guidelines are met.
Management is the guiding and mentoring force required for building up and building on greater efficiencies at a team as well as client relationship level. Needless to say, as a manager you need to enforce these aspects for bringing about greater success in your team and organization at large
Management is geting the gob done through people. A manager ensures that his/her staff do the job to meet the organization's goals within the agreed perrofmance measures.
