MANAGEMENT

WHAT IS MANAGEMENT?

ACCORDING TO FAJARDO, MAX JR. B (2000). MANAGEMENT IS THE

PROCESS. IT IS A PROCESS OF DIRECTING AND FACILITATTING THE
WORK OF PEOPLE WHO ARE ORGANIZED FOR A COMMON PURPOSE.

MANAGEMENT IS A FUNCTION. IT IS THE FUNCTION OF GETTING THINGS

DONE THROUGH THE EFFORTS OF OTHERS. IT IS THE APPLICATION OF
AUTHORITY AND THE ASSUMPTION OF RESPONSIBILITY.

ACCORDING TO STUHLMAN, DANIEL D. (2015), MANAGEMENT IS THE

ORGANIZATIONAL PROCESS THAT INCLUDES THE FOLLOWING:

 STRATEGIC PLANNING

 SETTING

 OBJECTIVES

 MANAGING RESOURCES

 DEPLOYING THE HUMAN AND FINANCIAL ASSETS

 MEASURING RESULTS.

MANAGEMENT FUNCTION ARE NOT LIMITED TO MANAGERS AND

SUPERVISORS, EVERY MEMBER OF THE ORGANIZATION HAS SOME
MANAGEMENT AND REPORTING FUNCTIONS AS PART OF THEIR JOB.

MANAGEMENT CONCEPT

MANAGEMENT TO BE EFFECTIVE MUST BE SYSTEMATIC

TO HAVE A SUCCESSFUL MANAGEMENT OF ANY KIND OF PROJECTS

AND ACTIVITIES A SYSTEMATIC WAY OF PLANNING SHOULD BE DONE.
PLANS AND STEPS SHOULD BE FINALIZED BEFORE THE EXECUTION OF
PROJECTS OR ACTIVITIES. EVERY TASK SHOULD HAVE AN IN CHARGE
PERSON WHO WILL DO IT AND FINISH IT ON TIME, BASED FROM
SYSTEMATIC APPLICATION OF SOUND PRINCIPLES OF MANAGEMENT.

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WHY DO WE NEED TO HAVE A SYSTEMATIC MANAGEMENT?

ACCORDING TO MOORE, R. 3 EDITION (MAY 21, 2004) OVER THE PAST

FEW DECADES MORE EMPHASIS HAS BEEN PLACED ON NOT ONLY
CONTROLLING EQUIPMENT CHANGES BUT MORE HOLISTICALLY
UNDERSTANDING CHANGE CONTROL NEEDS WHICH AMONG OTHER
THINGS, INCLUDED CHANGES TO PROCEDURES, PROCESS STEPS AND
ADMINISTRATION. THIS IS WHAT WE HAVE COME TO KNOW TODAY AS
MANAGEMENT OF CHANGE (MOC), AND IT GIVES THE ADVANTAGES:

 IT PREVENTS ACCIDENTS

 IT INCREASES/ SUSTAINS ASSET RELIABILITY

 IT ENSURES TRACEABILITY OF CHANGES

 IT ENSURES THE PROPER EVALUATION OF ALTERNATIVES.

MANAGEMENT TO BE SUCCESSFUL MUST BE SCIENTIFIC

WORKING WITH THE AID OF SCIENCE PROVIDES MORE PRODUCTIVE

DAYS THAN USUAL. DUE TO THE DEVELOPING YEARS OF TECHNOLOGY,
EACH YEAR CORRESPONDS TO BETTER PRODUCTION AND MORE TIME
OF OPERATION WITHOUT THE INCREASE OF WORKTIME AND
OPERATING COST.

ACCORDING TO SMRITI CHAND OF YOUR ARTICLE LIBRARY (2015),

THE SCIENTIFIC MANAGEMENT IS ESSENTIAL FOR ANY TYPE OF
BUSINESS THESE DAYS

 REDUCTION IN THE COST OF PRODUCTION

 BETTER QUALITY PRODUCTS/SERVICES

 BENEFITS OF DIVISION OF LABOUR

 AVOIDANCE OF DISPUTES BETWEEN LABOUR AND MANAGEMENT

 INCREASED WAGES

MANAGEMENT MUST BE HUMANISTIC

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NOWADAYS, MACHINES ARE IMPORTANT PART OF BUSINESS SECTORS
AND LARGE INDUSTRIES AND MORE CAPABLE TO PRODUCE PRODUCTS
AND SERVICES UNLIKE FROM HUMAN WHICH IS LIMITED ONLY AT
CERTAIN PRE DETERMINED POINT OF ACCOMPLISHMENT. IT HAS BEEN
PROVEN MANY TIMES IN THE PAST THAT APPLICATION O GOOD HUMAN
RELATIONS PAYS OFF THROUGH THE COOPERATION AND
COORDINATION LEADING TOWARDS A GREATER ACCOMPLISHMENT

MANAGEMENT STRUCTURE

ACCORDING TO FAJARDO, MAX JR. B (2000). IT REFERS TO THE

ORGANIZATION WHICH FACILIATATE THE COORDINATION AND CONTROL
OF TASK OR ACTIVITIES OF THE COMPANY OF CORPORATION IT
BELONGS.

BUCHANAN AND HUCZYNSKI (2004) DEFINE STRUCTURE AS "A FORMAL

SYSTEM OF TASK AND REPORTING RELATIONSHIPS THAT CONTROLS,
CO-ORDINATES AND MOTIVATES EMPLOYEES SO THAT THEY WORK
TOGETHER TO ACHIEVE ORGANIZATIONAL GOALS"

LINE OF RESPONSIBILITY OF MANAGEMENT STRUCTURE

 FROM THE EXECUTIVE TO THE SUPERVISOR DOWN TO THE

WORKERS UNDERS JURISDICTION AND CONVERSELY.

 FROM THE WORKERS TO THOSE WHO ARE IN AUTHORITY OVER

HIM. THE LINE OF AUTHORITY MUST BE KEPT CLEAR AT ALL TIMES
IN ORDER TO FACILITATE THE READY FLOW OF
COMMUNICATIONS AND CONTROL

MANAGEMENT CONTROL

MANAGEMENT CONTROL CAN BE DEFINED AS THE PROCESS ORIENTED

TO VERIFY THE ADVANCEMENT STATUS OF THE PLANNED OBJECTIVES;
THE EFFICACY AND EFFICIENCY OF THE ORGANIZATION THROUGH THE
ANALYSIS OF THE RESOURCES, COSTS AND PROCEEDS.

IMPORTANCE OF MANAGEMENT CONTROL

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TO HAVE EFFECTIVE CONTROL, THE MANAGER MUST KNOW BY HEART
THE REASONS WHY HIS BUSINESS OR ENTERPRISE EXISTS. HE MUST
HAVE A CLEAR PERCEPTION OF THE NEEDS OF THE BUSINESS. THUS, A
MANAGER MUST BE A GOOD PLANNER AND A GOOD ORGANIZER. A
LONG RANGE PLANNING IS THE CREATIVE FORCE FOR EXECUTIVE
CONTROL.

 SETTING PERFORMANCE STANDARDS

 MEASUREMENT OF ACTUAL PERFORMANCE

 COMPARISON OF ACTUAL PERFORMANCE WITH STANDARDS

 TAKING CORRECTIVE ACTION

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REFERENCES:

 Stuhlman Management Consultants, Daniel D. Stuhlman (2015)

http://home.earthlink.net/~ddstuhlman/defin1.htm
 https://www.lce.com/Why-Do-You-Need-a-Systematic-Management-of-
Change-Process-1207.html
 Moore, R. Making Common Sense Common Practice, Boston, Ma, &
London, Elsevier Butterworth-Heinemann; 3 edition (May 21, 2004).
 HAWKINS, THOMPSON H., WHARTON UNIVERSITY OF
PENNSYLVANIA (2009).
http://kwhs.wharton.upenn.edu/term/management-structure/
 Buchanan, D., Huczynski, A., (2004). Organizational Behaviour. An
Introductory Text. 5th Edition. Essex: Prentice Hall.
 Bloisi, W., (2007). Management and Organisational Behaviour. 2nd
European Edition. London: McGraw-hill Companies.

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