Introdution

IMPORTANT OF MANAGEMENT

1. It helps in Achieving Group Goals - It arranges the factors of

production, assembles and organizes the resources, integrates the
resources in effective manner to achieve goals. It directs group
efforts towards achievement of pre-determined goals. By defining
objective of organization clearly there would be no wastage of
time, money and effort. Management converts disorganized
resources of men, machines, money etc. into useful enterprise.
These resources are coordinated, directed and controlled in such a
manner that enterprise work towards attainment of goals.
2. Optimum Utilization of Resources - Management utilizes all the
physical & human resources productively. This leads to efficacy in
management. Management provides maximum utilization of
scarce resources by selecting its best possible alternate use in
industry from out of various uses. It makes use of experts,
professional and these services leads to use of their skills,
knowledge, and proper utilization and avoids wastage. If
employees and machines are producing its maximum there is no
under employment of any resources.
3. Reduces Costs - It gets maximum results through minimum input
by proper planning and by using minimum input & getting
maximum output. Management uses physical, human and financial
resources in such a manner which results in best combination.
This helps in cost reduction.
4. Establishes Sound Organization - No overlapping of efforts
(smooth and coordinated functions). To establish sound
organizational structure is one of the objective of management
which is in tune with objective of organization and for fulfillment of
this, it establishes effective authority & responsibility relationship
i.e. who is accountable to whom, who can give instructions to
whom, who are superiors & who are subordinates. Management
fills up various positions with right persons, having right skills,
training and qualification. All jobs should be cleared to everyone.
5. Establishes Equilibrium - It enables the organization to survive in
changing environment. It keeps in touch with the changing
environment. With the change is external environment, the initial
co-ordination of organization must be changed. So it adapts
organization to changing demand of market / changing needs of
societies. It is responsible for growth and survival of organization.
 6. Essentials for Prosperity of Society - Efficient management
leads to better economical production which helps in turn to
increase the welfare of people. Good management makes a
difficult task easier by avoiding wastage of scarce resource. It
improves standard of living. It increases the profit which is
beneficial to business and society will get maximum output at
minimum cost by creating employment opportunities which
generate income in hands. Organization comes with new products
and researches beneficial for society.

Objectives of Management
1. Getting Maximum Results with Minimum Efforts - The main
objective of management is to secure maximum outputs with
minimum efforts & resources. Management is basically concerned
with thinking & utilizing human, material & financial resources in
such a manner that would result in best combination. This
combination results in reduction of various costs.
2. Increasing the Efficiency of factors of Production - Through
proper utilization of various factors of production, their efficiency
can be increased to a great extent which can be obtained by
reducing spoilage, wastages and breakage of all kinds, this in turn
leads to saving of time, effort and money which is essential for the
growth & prosperity of the enterprise.
3. Maximum Prosperity for Employer & Employees - Management
ensures smooth and coordinated functioning of the enterprise. This
in turn helps in providing maximum benefits to the employee in the
shape of good working condition, suitable wage system, incentive
plans on the one hand and higher profits to the employer on the
other hand.
4. Human betterment & Social Justice - Management serves as a
tool for the upliftment as well as betterment of the society. Through
increased productivity & employment, management ensures better
standards of living for the society. It provides justice through its
uniform policies.

opinion and suggestions

managing creativity.

Creativity has always been at the heart of business, but until now it hasn’t been
at the top of the management agenda. By definition the ability to create
something novel and appropriate, creativity is essential to the entrepreneurship
that gets new businesses started and that sustains the best companies after they
have reached global scale. But perhaps because creativity was considered
unmanageable—too elusive and intangible to pin down—or because
concentrating on it produced a less immediate payoff than improving execution,
it hasn’t been the focus of most managers’ attention.

Creativity has, however, long been a focus of academics in fields ranging

from anthropology to neuroscience, and has enticed management scholars
as well. Therefore, a substantial body of work on creativity has been
available to any businessperson inclined to step back from the fray of
daily management and engage in its questions. And that’s suddenly very
fortunate, because what used to be an intellectual interest for some
thoughtful executives has now become an urgent concern for many. The
shift to a more innovation-driven economy has been abrupt. Today,
execution capabilities are widely shared and the life cycles of new
offerings are short. As competition turns into a game of who can generate
the best and greatest number of ideas, creativity scholars are being asked
pointed questions about their research. What does it mean? How relevant
is it? Does it offer guidance on the decisions that leaders in creativity-
dependent businesses have to make?
Over those two days, we saw a new agenda for business leadership begin to take
shape. At first, we heard skepticism that creativity should be managed at all.
Intuit cofounder Scott Cook, for example, wondered whether management was
“a net positive or a net negative” for creativity. “If there is a bottleneck in
organizational creativity,” he asked, “might it be at the top of the bottle?” By
the colloquium’s end, however, most attendees agreed that there is a role for
management in the creative process; it is just different from what the traditional
work of management might suggest. The leadership imperatives we discussed,
which we share in this article, reflect a viewpoint we came to hold in common:
One doesn’t manage creativity. One manages for creativity.

Methodology

1. Agile

One of the more recognizable project management methodologies, Agile is best

suited for projects that are iterative and incremental. It’s a type of process where
demands and solutions evolve through the collaborative effort of self-organizing
and cross-functional teams and their customers. Originally created for software
development, it was established as a response to the inadequacies of the
Waterfall method (info on it later below), the processes of which did not meet the
demands of the highly competitive and constant movement of the software
industry.

Agile project management stems from the values and principles of the Agile

Manifesto. A declaration cemented in 2001 by 13 industry leaders, its purpose is
to uncover better ways of developing software by providing a clear and
measurable structure that fosters iterative development, team collaboration, and
change recognition.

Made up of four fundamental values and 12 key principles, here’s what they are:

Values
1. Individuals and interactions over processes and tools
2. Working software over comprehensive documentation
3. Customer collaboration over contract negotiation
4. Responding to change over following a plan

Principles
1. Customer satisfaction through early and continuous software delivery
2. Accommodate changing requirements throughout the development
process
3. Frequent delivery of working software
4. Collaboration between the business stakeholders and developers
throughout the project
5. Support, trust, and motivate the people involved
6. Enable face-to-face interactions
7. Working software is the primary measure of progress
8. Agile processes to support a consistent development pace
9. Attention to technical detail and design enhances agility
10.Simplicity
11.Self-organizing teams encourage great architectures, requirements, and
designs
12.Regular reflections on how to become more effective
Because of its adaptiveness, Agile methodology is commonly used to deliver
more complex projects. It uses six main deliverables to track progress and create
the product which are the product vision statement, product roadmap, product
backlog, release plan, Sprint backlog, and increment. With these features, it
establishes itself as a methodology that places an emphasis on collaboration,
flexibility, continuous improvement, and high quality results.

Best suited for: Projects that require flexibility and have a level of complexity or
uncertainty. For instance, a product or service that hasn’t been built by the team.

Agile is a methodology that has methodologies within itself, such as Scrum and
Kanban. While some may argue that they should be considered more as
frameworks, they are used to develop and deliver a product or service and carry
their own set of characteristics and terminology which I think makes them worthy
enough to be included on this list.

2. Scrum
Scrum is comprised of five values: commitment, courage, focus, openness, and
respect. It’s goal is to develop, deliver, and sustain complex products through
collaboration, accountability, and iterative progress. What distinguishes Scrum
from the other Agile project management methodologies is how it operates by
using certain roles, events, and artifacts.

Scrum team roles
 Product owner: Product expert who represents the stakeholders, and is
the voice of the customer.
 Development team: Group of professionals who deliver the product
(developers, programmers, designers).
 Scrum master: Organized servant-leader who ensures the understanding
and execution of Scrum is followed.

Scrum events
 Sprint: Iterative time boxes in which a goal is accomplished. Time frame
does not exceed one calendar month and are consistent throughout the
development process.
 Sprint planning: Where the entire Scrum team get together — at the
beginning of every Sprint — to plan the upcoming sprint.
  Daily Scrum: 15 minute time boxed meeting held at the same time, every
day of the Sprint, where the previous day’s achievements are discussed,
as well as the expectations for the following one.
 Sprint review: An informal meeting held at the end of every Sprint where
the Scrum team present their Increment to the stakeholders, and discuss
feedback.
 Sprint retrospective: A meeting where the Scrum team reflect on the
proceedings of the previous Sprint and establish improvements for the next
Sprint.

Scrum Artifacts
 Product backlog: Managed by the Product Owner, it’s where all the
requirements needed for a viable product are listed in order of priority.
Includes features, functions, requirements, enhancements, and fixes that
authorize any changes to be made to the product in future releases.
 Sprint backlog: A list of the tasks and requirements that need to be
accomplished during the next Sprint. Sometimes accompanied by a Scrum
task board, which is used to visualize the progress of the tasks in the
current Sprint, and any changes that are made in a ‘To Do, Doing, and
Done’ format.
Best suited for: Projects that consists of teams of less than seven people who
need a flexible approach to delivering a product or service.

Data Presentation

 Most readers and listeners are interested in your interpretation of

the data and not the raw data itself. Stay focused on presentation
of concepts and interpretations as opposed to the raw data itself.
 Do not overwhelm your poster or slides with excessive text. A
simple rule would be to not use more than three major text bullets
on a slide. Remember - a picture is worth a thousand words!
 Start your presentation with background and motivation for your
research work. This is essential to get readers/listeners interested
in your presentation. Review the past work, leading to the research
question(s) that you worked on. Use an online journal database to
search for the relevant publications, including PhD dissertations,
journal articles and conference proceedings. Cite references
wherever necessary.
 Provide a brief description of your research framework (e.g.
experiment/survey design), followed by data analysis. Use figures
 and graphs to show results of data analysis, rather than tables with
raw numbers.
 Choose the right type of plotting method (e.g. lines/bars/pie). For
example, pie charts are best for displaying percentages of different
categories in a dataset whereas line graphs are best when the
data on the x-axis represent magnitude of the same entity/variable.
When the data points are across different conditions, the points
cannot be connected to form lines. In such cases, bar graphs
should be used. In all cases, don't forget to label axes!
 Provide your interpretation of the results and interweave past work
based on your literature review mentioned above. Your ability to
carefully interpret the data will determine the quality of your
research work. Provide bulleted conclusions.
 It is important to close the loop by restating the question(s)
answered by your research as well stating those which remain
unanswered. You may want to propose follow-up work under the
title of "Future Work."

Conclusion

Leadership skills are growing within businesses. There are around 4.8 million
managers in the UK economy. However, the proportion of these with
management-related qualifications is unlikely to rise by more than 20% over the
next few years.An increasing number of employees are also required to take up
management responsibilities in specialist technical areas. The result is that the
estimated number of new managers needed each year is around 114,000.

Management and leadership skills are needed in every industry and every walk
of life. It is essential therefore for new managers to be provided with
opportunities to learn how to manage and lead people.

CMI's qualification framework and the Chartered Manager Award help to

enhance the status of the profession and provide a career route for management
development.
References;

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