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management functions and their implementation
management functions and their implementation
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Essay 1: What is Management?
The purpose of this paper is to analyze the role and function of management in society and the workforce and to look into how it is implemented. Three main questions will be discussed, outlining, ”What is management? aWhat do managers do? And what skills do managers need?” We will define management as a profession, look into what managers undertake and deliver in their daily output of work, different levels of management, and what skills managers need in order to produce the desired beneficial outcome for their organization.
What is Management?
To begin with lets look at management through the last 30 years. In 1980 management was defined by Dale S. Beach, The management of people at work (1980, p5), as ‘The process of utilizing material and human resources to accomplish designated objectives’. Current day, management is defined by Robbins (2011, p7) as ‘The process of getting things done, effectively and efficiently, with and through other people’. It would appear that over the last 30 years that the basis of what management is and its definition hasn’t changed much, apart from the introduction of efficiency and effectiveness, which are quantifiably measureable. It can then be said that modern, current day management is the use of resources efficiently and effectively and that progress in the workplace can be constantly reviewed, measured and improved due to this. Management can then be defined as the continual process of measuring work output based on resource input and the effectiveness of said output on overall goals.
What do Managers do?
If management is doing things effectively and efficiently, then what does the manager actually do to achieve this? It has been widely accepted that Henri Fay...
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...ary Dessler (2004). Management: Principles and Practices for Tomorrows Leaders. 3rd ed. New Jersey: Pearson. p9.
Gary Dessler (2001). Management: Leading people and Organizations in the 21st Century. 2nd ed. New Jersey: Prentice Hall. p3.
Robbins, Stephen P. (2011). Management: The Essentials. Australia: Pearson. p7-13.
Bob Attrell. (2008). ‘Service Managers Need More Than Just Technical Skills. Toronto Star. Available: http://web.a.ebscohost.com.ezlibproxy.unisa.edu.au/ehost/detail?vid=4&sid=db48fedb-a40a-40ec-b679-aacdd0ff78a6%40sessionmgr4001&hid=4206&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=anh&AN=6FP2121059715. Last accessed 7/03/14.
Fred Luthans. (1988). ‘Successful vs Effective Real Managers’. University of Nevada. Available: http://www.be.wvu.edu/divmim/mgmt/blakely/homepage/BADM543Leadership/Summer07/Readings/LeadingvsManaging.htm. Last accessed 7/03/14.
Management is the ability to get a job done using appropriate processes, models and systems to achieve an objective. Managers think radically, abide by principles, rules and use experience in their respective fields to make things work. A good manager goes about the ordinary activities such a staffing, organizing, planning (Robert, 2007). The very ability of his/her colleague to discover the uniqueness in each of the subordinates, capitalize on it, harnessing the best out of them to accomplish goals clearly distinguishes such a person as great when compared to others. Great managers develop people and enthusiastically transfer acquired skills to others, work progress is constant and usually by leaps and bounds. In addition, a great manager outlines and strategizes his/her team for project plans such that there is a “buy in” on delivered commitments. In contrast, the former just transfers the required skills to subordinates; work progress is notable, vice versa of the latter. Rupert Murdoch of the News Corporation is ...
Tsoukas, H. (1994), “What is management? An outline of a metatheory”, British Journal of Management, vol.5, pg.289-301
Robbins, S. P., & Coulter. M. (2014). Management (12th ed.). Retrieved from: Colorado Technical University eBook Collection database.
Murray and Dicroce (2003) suggest that management is a process that uses resources to achieve specific goals effectively; basic management functions including planning, organising, coordinating, directing and controlling. The term of manager can be appointed to the person to plan, organise, coordinate, supervise, negotiate, evaluate and use resources available in the best way possible to achieve the best service. Alternativ...
These emerging theories have enabled managers to appreciate new patterns of thinking, new ways of organising, and new ways of managing organisations and people. Over the years these different theories have enabled the study of trends that have taken place in the management field. The major management viewpoints- which include the classical, behavioural and contingency approaches- have assisted in the formation of the contemporary twenty-first century management theory and techniques (S. C. Certo & S. T. Certo, 2006). Although, there are significant differences among all these approaches, they seem to be unified by the efforts of improving an organisation’s efficiency in terms of proper human resources management. Furthermore, the dissimilarities seen in these approaches are due to the ever-changing organisations and environments which demand new management practices and techniques be applied to maintain the efficiency of an organisation.
Robbins, S. P., & Coulter, M. (2009). Management (10th ed.). Upper Saddle River, NJ: Pearson
Any managers in an organisation would need skills that enable them to understand and get along with other people while getting the most out of them, for instance, their subordinates or colleagues in order to be able to get the jobs done and attain the organisational goals and these involves human skills.
Perrin, C. (2010). LEADER VS. MANAGER: WHAT'S THE DISTINCTION? The Catalyst, 39(2), 6-8. Retrieved from http://search.proquest.com/docview/610477001?accountid=12085Stevenson, W. J., (2012), Operations Management (11th ed). New York, N.Y.: McGraw-Hill.
Robbins, S., Decenzo, D., & Coulter, M. (2013). Fundamentals of management. Upper Saddle River, NJ: Pearson Education, Inc.
John A., 2009. Not Bosses but leaders, How to lead the way to success.3rd ed. London: kogan page.
Robbins, S, DeCenzo, D, Coulter, M & Woods, M 2011, Management: The Essentials, Pearson Australia, NSW, Australia, 1st Edition
Kotter, J. (2013) ‘Management is still not leadership [online], available: http//blogs.hbr.org/kotter/2013/01/management-is-still-not-leadership.html [accessed 10 March 2013]
Over the past hundred years management has continuously been evolving. There have been a wide range of approaches in how to deal with management or better yet how to improve management functions in our ever changing environment. From as early as 1100 B.C managers have been struggling with the same issues and problems that manager’s face today. Modern managers use many of the practices, principles, and techniques developed from earlier concepts and experiences.
Robbins, S.P., & Coulter, M. (2009). Management (10th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
Management plays a significant role in how business operates. The diversity of approaches to the theoretical and practical background of management has come up with several versions of what is meant by such key words as management and organization. The academia views expressed in relation to management theories take a different role than that prescribed to managers. There has not been any concrete definition of management even though the classic definition of Henri fayol still remains in contention to be the preferred choice after eighty years. In the context of what is required I would like to elaborate on the following journals.