Principles And Function Of Management

1623 Words4 Pages
bulb-icon

Recommended: Theories of Management

Out line:

This assessment will look at the Principles and Functions of Management. Which mentions there is a difference between what a manager should do and what they actually do? According to many writers observation. Subsequently, I will comment by usage of my own knowledge of management theories and concepts. Further more, it is based on an experience and press stuffs. Due to main discussions, my assessment can be divided into following paragraph:

I. Introduction

In this order I will define:

- What is a manager?

- Why do we need the management?

- Theories management: X and Y

- Levels of management

II. Presentation

In this case I am going to explain:

- What a management should do?

- What they actually do?

- How come there are the differences?

- How does it influence on organizational values?

II. Conclusion

- Summaries the main points

- Add solution and recommendation

III. Introduction

Long time ago, there was a concept of manager in every social class. Because people are always looking forward an individual, who can lead organization in a right way. Thus, managers are people responsible for the process of planning, organizing, leading and controlling the efforts of organization members and of using all organizational resources to achieve stated organizational goals.

The organizations tend to approach its objectives. Because of this, they desire there is a productive work. In term of this, we need to bring people together. It leads to combine experiences, knowledge, and efficiency resources. It is likely to achieve more than by people working on their own. Furthermore, the managers can make a planning to express goals in term of profit, market share… in order to achieve the...

... middle of paper ...

...re are the differences between what managers should do and what they actually do.

References

Gerard M Blair: WHAT MAKES A GREAT MANAGER? http://www.see.ed.ac.uk/~gerard/Management/art9.html- accessed by 01/11/2005.

Chip R. Bell and John R. Patterson (2004): What Great Service Leaders Actually Do? http://www.refresher.com/!cbjpactually.html- accessed by 01/11/2005.

Wikipedia, the free encyclopedia: Functions of management

http://en.wikipedia.org/wiki/Manager - accessed by 06/11/2005.

Books:

Hanagan,T ( 2005 ) Management concepts& Practices, the Pitman publishing Great Britain.

Riley M., (1991) human resources management, M&A Thomson litho, east Kenbridge, Scotland published in Great Britain.

M.W.Cuming (1993) The theory and practice of personal management, printed and bound by Clays ltd, St Ives plc, Great Britain

Show More
Related

  • Meritor Savings Bank V. Vinson

    710 Words  | 2 Pages

    Bohlander, George, and Scott Snell. Managing Human Resources. 15th. Mason, OH: South-Western Pub, 2009. 98-147. Print.

    Read More

  • Pitfalls of Collective Bargaining

    1377 Words  | 3 Pages

    Mathis, R., & Jackson, J. (2007). Human resource management . (13th ed.). Mason, OH: South-Western Cengage Learning. DOI: www.cengagebrain.com

    Read More

  • Management: Fayol vs Mintzberg

    2053 Words  | 5 Pages

    Critically discuss the extent to which Fayol's classical analysis of the management function has largely been made redundant by the more recent empirical studies of what managers actually do, such as that favoured by Mintzberg.

    Read More

  • How Cabela's maintain competitive advantage through human capital

    2621 Words  | 6 Pages

    Mathis, R. L., & Jackson, J. H. (2010). Human resource management (13th ed.). Mason, OH: Thomas/South-western

    Read More

  • Republican-Inclining Managers

    993 Words  | 2 Pages

    MANAGERS A manager is a man in charge ofcontrolling or regulating all or a portion of an organization or comparative association. A manager is in charge of setting objectives. A decent administrator motivates workers to set objectives and ensure that representatives hit those objectives. On the off chance that representatives neglect to do as such, the manager's employment is at last on hold.

    Read More

  • Human Resources Management at REI, Inc.

    2489 Words  | 5 Pages

    Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.

    Read More

  • Human Resource Challenges of the 21st Century

    1350 Words  | 3 Pages

    Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright. Human Resource Management: Gaining a Competitive Advantage. 7th ed. Boston: McGraw-Hill Irwin, 2010. Print.

    Read More

  • Four Function Of Management

    818 Words  | 2 Pages

    In today’s corporate world a manager to be affective must be able to incorporate the four functions of management (planning, organizing, leading, and controlling) into his or her management techniques. Managers who fail to implement the four functions have a greater chance of being unsuccessful in accomplishing the primary outcome for the project or task. Thus, generating an inferior product.

    Read More

  • The Importance Of HRM

    1484 Words  | 3 Pages

    Torrington, D. Hall, L. & Taylor, S. (2005) Human Resource Management. Harlow: Financial Times Prentice Hall

    Read More

  • Five Minds of a Manager

    1000 Words  | 2 Pages

    ...sect. If the article identifies a seamless integration, between the three aspects, then, the article would have achieved its mandate. I feel that the author has achieved commendable results through the identification of the mindsets of effective management, however I feel that the author needs to emphasize on the need to combine the three factors. Instead, the author has emphasized on the mindset of effective management. In either case, effective management is all about mindset and not the capacity and environment. I believe that although different individuals are gifted differently, everyone can be an effective manager if given a chance.

    Read More

  • Promotion From Within

    852 Words  | 2 Pages

    Tracey, W. R. (1994). Human resources management & development handbook. Amacom books. Retrieved from EBSCOhost.

    Read More

  • Management is comprised of four principal functions: planning, organizing, leading and controlling

    839 Words  | 2 Pages

    function, managers need to analyse how activities and resources are to be grouped and carry out plans successfully (Bartol 2007). A manager have to understand their ability to manage the lower level employee which is the most valuable of the company as they are the key of output and implement in the planning. Then manager will coordinate the jobs between authority and responsibility that is to define the role position of them (MSG 2012).

    Read More

  • Strategic Human Resource Management

    1221 Words  | 3 Pages

    Fisher, C., Schoefeldt, L., & Shaw, J. (1996). Human resource management. (3rd Edition). Princeton, NJ: Houghton Mifflin Company.

    Read More

  • Evolution of Management

    660 Words  | 2 Pages

    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.

    Read More

  • Classical Management Function

    1461 Words  | 3 Pages

    "In everyday language usage, management refers to the people in organizations who manage, and to the activities they perform." (Fulop, Frith, Hayward 1992 p. 187) To be more specific, management is the process of organizing work activities with and through people to ensure the activities are completed efficiently and effectively (Robbins, Bergman, Stagg, Coulter 2006, p. 9). Through management, the goals of the organization or business are to be achieved. Henri Fayol, one of the most influential contributors to modern concepts of management, proposed that there are five primary functions for management, which consist of planning, organizing, commanding, coordinating and controlling. Nonetheless, the functions of commanding and coordinating have metamorphosed into leading (Crainer 2003).

    Read More

More about Principles And Function Of Management

Open Document