GREAT ZIMBABWE UNIVERSITY

MUNHUMUTAPA SCHOOL OF COMMERCE

                                                                                                         

PRACTICE OF MANAGEMENT: PART 1 SEMESTER 1

MODULE CODE : MBAPM501

GROUP NAMES : DAVISON KAPHAIZI (M190702)

BENSEN MAFUTA (M061364)
VICTOR SVINUKE (M200451)
ROSMARY MUSIIWA (M200325)
EMILY CHAKAWA (M200919)

LECTURER : Dr. P. CHAVHUNDUKA

DUE DATE : 28 FEBRUARY 2020

TOTAL MARK :

Question 1: Change is a
It is imperative for an organization to continually adapt to constant, motivate this
changes to in order to sustain organizational growth and statement to include
development. Pryor et al. (2008) indicated that, today change is
constant and organizational leaders who anticipate change and react rapidly and responsibly are
successful. Similarly, Hee and Shanmugam (2019) highlighted that, successful businesses today
depends on the ability of management to monitor and adapt to fast moving changes. Daft (2010)
defines organizational change as consequence of changes in the business activities as well as the
outcome of managerial perception, choice and action. From a broader perspective, Sofat et al.
(2015) states that change refers to a system of continuous transformation that take place in one or
more organizational domain such as organizational technology, structure and human resources.
Bejinariu at al. (2017) highlighted that, organizational change is a fact of life; it involves
changes of organizations’ mission, vision and/or processes, with impact at both individual and
organization level. For example, Yang et al. (2009), argues that changing the vision and mission
statements, organizational strategy, organizational cultures, organizational structure, system,
techniques of production and leadership style are some of the targets of organizational change.
However, Hee and Shanmugam (2019) highlighted that, changing business environment have
evolved with challenges over the past decades. The following discusses some of the challenges
brought about by change in Renco Mine. Renco mine, is a division of RioZim Limited mining
gold at a large scale in Masvingo district with labour complement of 1200 employees (RioZim,
2018).

Bolognese (2002) revealed that change has become an everyday part of organizational dynamics,
therefore, employees who resist change can actually cripple an organization. Kotter and Cohen
(2002) claimed that 70 percent of change efforts fail even when experts facilitate effecting
change. A more recent study from Uhl (2012) reports similar findings, indicated that
approximately 60% of planned changes fail, mostly due to resistance manifested by employees
and managers alike. Odenyo and Kerongob (2014) added that, employee resistance to change has
been identified as a critical contributor to the failure of many well-intended and well conceived
efforts to initiate change within the organization. Tudor (2014) asserts that, any initiative that
ignores the human contribution necessary in carrying out a successful change project, the human
dynamic and the unavoidable human resistance to change, from employees, managers, leaders or
any other stakeholders associated with the project, carries a high risk.

To guard against human resistance, Odenyo and Kerongob (2014) highlighted that, training is
crucial for organizational development and success. In relation to that, Naghibi and Baban
(2011) pointed that, the speed of adopting to new system will vary from each individual to
another, and training and helping employees is mandatory and essential by the managers.
Smollan (2013) added that, training improves morale of employees through employee job
security and job satisfaction. In line with this, Odenyo and Kerongob (2014) also highlighted
that, the more satisfied the employee is and the greater is his morale, the more he will contribute
to organizational success. However, Waxin et al. (2017) highlighted that, training in line with
change management is associated with high costs as this may involve hiring external experts to
facilitate. For example at Renco mine, the mine regularly invites external experts to conduct
trainings on ISO 14001: 2015, ISO 9001: 2015 and ISO 45001: 2018. In light to this, highly
likely that an organization should brace for cost associated with change management with
regards to training.

Smollan (2013) specifically investigated trust when change occurs and emphasized its
importance during a change initiative. Glimskog and Hagman (2015) highlighted that, many
authors claimed that top managers should only do what they feel committed to and fully support,
in order to show credibility to the members of the organization. A discrepancy between what has
been said and what has been done can lead to negative energy and reinforce the critics of the
change. It is essential that the employees trust the leader, in order for them to embrace the
change (Glimskog and Hagman, 2015). For instance, when Renco Mine introduced awards in
relation to Worker of the Year and Safe Worker of the Month as a way to increase production
and promotion of safety at work respectively, most workers embraced the change initiative.
However, due to prevailing economic challenges during the past few years, the mine skipped to
reward employees. In this regard, employees are bound to criticize management and this may
result to subsequently destroy the ideology and relevance of safe production which is important
even without such incentive rewards.

Odenyo and Kerongob (2014) highlighted that, as key people in change projects, change agents
can be seen as supporters and promoters of change. Klonek et al. (2014) asserts that, change
agents need to be able to listen and learn from the members of the organization in order to
understand how to approach and communicate with them. Glimskog and Hagman (2015) added
that, change initiatives would not be successful unless change agents manage to motivate the
employees and enhance their confidence. Furthermore, Glimskog and Hagman (2015)
highlighted that, it is crucial that the change agents think about the way they are behaving, and
that they do not limit their employees’ individual freedom and communicates clearly. In line
with this, RioZim (2018) revealed that, Renco mine launched Behavior Based Safety (BBS)
programme in 2007. Again this was a safety initiative focusing on behavioral change towards
achieving zero harm at workplaces. During preparation, the mine drawn few employees from all
departments to represent their fellow workmates in respective departments, and these were
trained as BBS couches (more like change agents). However, there were shortcomings
experienced from such an arrangement, for instance, in cases were a BBS couch is involved in a
occupational accident or even a disciplinary case, fellow workmates were more likely to
disregard the whole change initiative. Reflecting on such a case, the change initiative would be
derailed.

The other challenge brought by change management is communication. Christensen (2014)

emphasized communication as a recognized tool when implementing change. Odenyo and
Kerongob (2014) highlighted that, communication is a critical issue in any aspect of corporate
life and is even more important in times of great organizational change. Effective
communications must be recognized as the vital component for organizational change (Odenyo
and Kerongob, 2014). In relation to this, Parry et al. (2014) stated that, the vision should be
communicated includeding the difference between present position and desired position, and the
organization’s ability to change. Similarly, Glimskog and Hagman (2015) mentioned that, if this
vision is communicated correctly, negative feelings against the change could be reduced.
However, Naghibi and Baban (2011) indicated that, an area identified as problematic in the
literature and critical in the beginning of a change process is communication. Jacobs et al. (2013)
asserted that, leaders that lack communication skills might suffer from ineffective leadership. In
line with this, Glimskog and Hagman (2015) mentioned that, if there is no articulated change
message or the change message is not well communicated, the change recipients may regard the
change as non-engaging.

For example, RIOZIM disbanded into subsidiary companies in 2014 namely RIO Gold, RIO
Base Metal, RIO Energy, RIO Chrome and RIO Diamonds with respect to products it produces,
that is, gold, base metals, thermal energy, chrome and diamonds. At Renco mine all employees
were made to enter into new contracts with RIO Gold but there was mixed feeling among the
employees as they failed to understand the objective of the changes that were made. As a result,
use of RioZim logo still appear on most of official documents such as leave forms, cash request
forms, expense claim forms, production reports, memos, job adverts, notices and even on
company vehicles but the contracts were with a RIO Gold logo. This can also be noted that,
initially the change had introduced new organizational structures with each subsidiary headed by
a Managing Director but only Murowa Diamonds has the director all other operations reverted
back to the old structure. Most employees seems to be out of the picture on the impacts of the
change and have failed to embrace it. This is a reflection failure to communicate the vision and
the objective of the change that was made.
Bruch et al. (2005) also discussed managers and their decision-making, stated that it is important
for managers to make decisions in the right order and that they are focused on significant
aspects. Bruch et al. (2005) added that, managers sometimes fail to consider the resistance factor
in the decision-making, and sometimes also forget to include all relevant members in the
organization and this can inhibit the employees’ commitment to the process. Bergström et al.
(2014) studied resistance and mentioned that middle managers have to clarify the purpose and
explain suitable ways to change. According to Glimskog and Hagman (2015) in the literature it
was found that middle managers are identified as key people in a change project. Buchanan,
Claydon and Doyle (1999) studied change from a managerial perspective and claimed that if the
middle managers do not have the right expertise or capacity to handle change, it could affect the
employees’ attitudes towards change.

For instance, due power challenges prevailing in the country, Renco mine middle management
decided to change the shifts for ore drilling operations to night shifts were electricity is more
likely to be available. This change was effected for the first time at the mine as a stop gap
measure to boost ore generation, however, the decision was made without involvement of the
affected workers. As a result, the mine experienced low volumes of ore generation, low ore
grade, and even disciplinary cases related to absenteeism. This can be attributed to employees’
negative attitude towards working night shifts, in this case the drilling crew was used to drill
during day shifts since commissioning of the mine. This is a reflection a challenge brought by
change management at the mine. However, this could have been managed if middle management
had initially engaged affected workers.

Additionally, Naghibi and Baban (2011) highlighted that, middle level managers face a lot of
issues and troubles during the change process, and it is noted that so many times that middle
level managers are the ones who oppose changes the most, while at the same time they are
responsible for connecting the senior manager and employees. Naghibi and Baban (2011) added
that, middle managers can help employees to see the change from the initiators’ perspective,
hence, translate top-down. However, Naghibi and Baban (2011) indicated that, the managers
tend to get contradicting messages from top management that have to be forwarded to the
employees, which can be seen as an indication of managers being stuck in the middle. In line
with this, Hillary (2004) also found that an unfavorable company culture, including inconsistent
support from top management, hindered successful implementation. Mehfooz and Saeed Lodhi
(2015) pointed that, without the commitment and the support of the top management, a change
management can not be easily implemented.
For example, in the case of power load shedding at Renco mine, at some point top management
assured employees that the mine been exempted from load shedding hence tried return to normal
drilling shifts during the day but the mine continued to face intermittent power load shedding
thereby again affecting ore generation. Middle management comprising of the underground
manager and team would be the once in the middle of the storm with worker to try and rearrange
again the drilling shifts. In contrast, the top management would be in the bigger picture of the
power updates as is the one which attends to meetings with Zimbabwe Electricity Transmission
and Distribution Company (ZETDC) but the middle management would be out of picture hence
affecting their decisions. Therefore, based on these cases change has brought challenges at
Renco mine.

In a study, Kegan and Lahey (2001) show that aggression and frustration in employees are some
of the emotional factors that cause undesirable behaviors and resistance to change. Nickolas,
(2006) argues that the task of managing change includes its impact on people, and many
managers find this difficult. It obvious that changing something that people used to it for a long
time is not easy to change (Naghibi and Baban, 2011). In addition, Odenyo and Kerongob (2014)
indicated that, individuals naturally rush to defend the status quo if they feel their security or
status is threatened with change.

For instance, random breathalyzer testing alcohol on employees at Renco mine has been
embraced with mixed reaction form both employees and management. The goal of conducting
these tests is in line with accident prevention at workplaces with regards to alcohol abuse.
However, the management had to engage talented Health, Safety and Environment practitioners
teaming up with security guards to convince employees by raising awareness on the benefits of
conducting such test though most of the employees would feel as if the management and
company position was fighting against them. However, though the punitive measures of alcohol
abuse at workplace at the mine had to be severe as per the company policy, counseling sessions
were conducted to first offenders thereby slightly giving room for employees to commit such
offences. In addition to that, in most cases senior management would be intentionally left out for
random testing because junior employees would be conducting these tests. Furthermore,
introduction of the breathalyzer would mean that, individuals who take alcohol beverages had to
adjust their drinking time while off duty. This implies that, even the company had to
accommodate for time were employees should have ample time to take their beverages and
report back for work after enough time to rest. However, this is not always the case, the
employee is the one to work out his/her drinking schedule. Again, in this regard, more
challenges to change implementation at the mine.
To guard against such, Luburic (2013) highlighted that, talented persons, that is, leaders of
changes are crucial for the successful changes in all organizations. Luburic (2013) added that,
these have a chance to survive in times of fast structural changes, precisely due to their capability
to see the chances and possibilities and not only threats and danger. In relation to that, Naghibi
and Baban (2011) highlighted that, the manager should try to come with a way to help
employees to let go of their past obligations, understand the new system and believe that it will
help them and help the organization to achieve their goal faster and accept the new roles and
responsibilities.

For instance, introduction of the water jet machine and vamping machines at Renco mine which
is used for underground ore movement brought additional responsibilities to the lashing crews, as
well as diamond saw cutters for cutting rock samples from the ore panel brought additional
responsibilities to samplers who used just grab samples from blasted muck. These machines are
special machines with use of technology used in mining operations. This means that, workers
working using these new machines would be saliently exempted from any acts of misconduct
especially in the early stages of introduction as the company would be relying with the few
talented employees to operate the machines. The challenge here is that, there will be policy
inconsistence in relation to acts of misconducts by the crews operating the new machines
because the mine would want to return these employees. For example, if one of these employees
is found with an act of misconduct is likely that the case would be treated differently from others
with similar offences is likely to get a lesser penalty.

When stakeholders define the change and allow leaders to manage the change process, there is a
high probability of a successful change process, but when leaders define the change and
personally manage the change process, it often leads to failure. In the same way if stakeholders
define the changes and allow staff to manage the change process, it will fail unless the leaders
buy in to the outcome of the change process (Odor, 2018). Parry et al. (2014) stated that top
managers often simplify the requirements from the employees, request too much and set extreme
deadlines. This gives an indication that the managers want the change to be done faster than what
may be possible. Hence, this could lead to confusion and stress for the employees and result in
resistant behavior (Glimskog and Hagman, 2015).
For example, Renco mine production targets are set to change every month, and in most cases
monthly targets compensate for any loss of production from the previous month. Several times
these targets are not achieved because they are imposed on employees without involving them
during planning stages in view of this, though change is constant, it also bring such challenges
like this at the mine. As a solution, according to Odenyo and Kerongob (2014) organizations
must develop the necessary infrastructure to plan, implement and sustain their respective change
strategies. Furthermore, Odenyo and Kerongob (2014) added that a clearly articulated and
communicated vision can provide a real focus for the organization and a rallying point for
employees.

Wiggins (2009) cites flawed maps of change, complex problems, superficial solutions,
misunderstanding resistance, and misuse of knowledge about change management process as the
main challenges in the change management process. The move from resistance to acceptance
goes through stages, and there should be ongoing support that reflects those stages. The first
reaction is commonly disbelief, and a strong need for accurate information. Later people go
through a number of emotions – anger, loss feelings, depression, for example, and they need a
different kind of support. When they reach acceptance they need to find their own way of
making the necessary changes, and they may need support while doing this (Anyieni et al.,
2016).

Another challenge brought with change is that of costs. For instance, Waxin et al. (2017)
highlighted that, high costs of certification include the time and costs associated with preparing
documentation and training employees, but also include the costs of internal and external
auditors. Castka and Balzarova (2008) highlighted that, skills and knowledge development is
important not only for the initial implementation and adoption of an ISO standards, but also for
its maintenance and continued operation. Waxin et al. (2017) added that, practical, operational
challenges can delay successful implementation. For instance, it has been best practice for a mine
to have a Mine Rescue team on site in compliance with the requirements of ISO 45001:2018.
Renco mine subscribed to that, however, new requirements from the Chamber of Mines for
maintaining a Mine Rescue team at Renco mine have become more expensive. This include
quarterly mandatory training of brigadesmen, refilling of breathing apparatus (oxygen cylinders),
bi-annual mandatory work load and heat tolerance test, leakage test of the breathing apparatus as
well as annual affiliation for the team. Though ISO standards are embraced with continual
improvement, in view of the highlighted case, change will always bring cost burden in this
regard.
Use of technology has also brought challenges in adapting to change. McCarthy (2016) indicated
that, most mines are making the transition from person-operated haulage to autonomous haulage,
however, certainly face challenge in moving a workforce with current skills and experience to
something quite different. McCarthy (2016) added that, while some jobs will be lost, other high-
tech jobs will be created both in the operation and maintenance of autonomous systems. For
example, at Renco mine, the mine uses remote controlled drill rig machine on surface
exploration activities. As a result, other positions were scrapped on surface exploration such as
working with drill rig assistant. Due to high technical skills required to operate the machine, the
operator’s remunerations are on the higher side. However, these costs may be quickly recovered
by effectiveness and efficiencies of the machine during operations. In line with this, Anyieni et
al. (2016) pointed out that, technological change may be either incremental (gradual changes
over time made for general improvement) or breakthrough (major change due to new advances),
which applies new knowledge to existing problems. Despite that fact, loss of employment may
result from adapting to change such as use of high-tech machines.

Additionally, McCarthy (2016) mentioned the case of equipment monitoring systems, the
technology enables others to see exactly how equipment is operated. For instance, at Renco
mine, in the case of haul trucks, it will show overspeeds, inappropriate application of braking or
intentional rough driving. However, McCarthy (2016) revealed that, operators may believe this
capability will be used against them in a punitive way. Again, in view of this case, change can be
used as a tool to exhibit acts of misconduct if not appropriately exploited.

The last issue is to consider that change is about changing people. Naghibi and Baban (2011)
pointed out that, organization will change by changing the attitude of managers and employees
of the way them do their business, and the most unfortunate point here is that if some of workers
can not adopt with the procedure, the manager have to find replacements. However, Naghibi and
Baban (2011) highlighted that, changing individual require good amount of investment and
support, that is, revolutionizing the company may not be possible due the expenses of the task
especially in time of crises, it’s somehow very hard to be able to manage time and money. Renco
mine is not exempted in the face of harsh economic environment which is currently prevailing in
Zimbabwe. The mine had attempted to revolutionize middle and top management against the
backdrop to change but how ever this did not yield significant results due to external economic
forces.
In conclusion, based on the above discussion, surely change is a constant, however, change has
to be managed through leadership, communication, training, planning, and incentive systems,
which can all act as levers and can move great obstacles with a minimum of effort when applied
correctly.

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 Question 2: Define
management highlighting
There exist a plethora of divergent explanations with regards to
some of the theories
around the term the term management. Tamunosiki-Amadi and Kuroakegha
Management including the (2017) highlighted that, some scholars define management in
variables of such theories. terms of its characteristics such as being universal, goal
oriented , continuous process, multi-dimensional, group activity,
intangible force, dynamic function, some define it according to its functions like planning,
organizing, leading, controlling and also levels of management. It can also be defined as a
science, politics, art, magic and a social process (Ali, 2014). Olusoji and Ogunkoya (2013)
defined management in a conventional pattern as the act, practice and science of getting work
done through people. Theorists on the other hand, according to Olarewaju and George (2014)
conceptualize these definitions in the formulation of their theories of management such as the
Scientific management, Systems theory, Administrative theory, Behavioral theory, Chaos theory,
Bureaucratic theory and Contingency theory. An assessment of different management definitions
illustrating related management theories to that specific management definition is going to be the
main thrust of this write up and definition of key term(s) to be considered as a point of departure.

Management is a broad term that is applied to a range of people in different types of organization
and in different contexts (Tamunosiki-Amadi and Kuroakegha, 2017). In essence, management is
the balancing of external and internal influences, the coordination of activities and of people to
achieve the goals of the organization (Drucker, 2004). Stoner et al., (1995) highlighted that, there
is often a discrepancy between the definition of management in theory and management practice.
It is very difficult to pin down the definition of management because of the broad and varied
nature of managerial work. Organizations are different and this brings different contexts hence
management roles tend to shift-they become different with the environment. Managers in
different environmental and organizational contexts will act differently. The management role is
also affected by the political and economic situations (Mullins, 2011).
Management can be defined as a form of science. Science is a systematic body of knowledge
pertaining to a specific field of study that contains general facts which explains a phenomenon
(Koontz et al., 2006). Olarewaju and George (2014) indicated that, it establishes cause and effect
relationship between two or more variables and underlines the principles governing their
relationship. These principles are developed through scientific method of observation and
verification through testing (Olarewaju and George, 2014). For instance, Hudson (2015)
indicated that, the scientific management theory by Fredrick Taylor attests that increased worker
efficiency is achieved by scientifically designing jobs, scientifically select, train, teach and
develop the worker. Thus, putting the right person on the job with the correct tools and
equipment, following stated procedures and motivating the worker with an economic incentive
of higher wages leads to improved production.

Hudson (2015) highlighted that, scientific principles represents basic truth about a particular
field of enquiry, may be applied in all situations, at all-time and at all places. Likewise,
management also contains some fundamental principles which can be applied universally in most
organizations like the principle of unity of command. These principles are derived through
scientific investigation and researching based on logic. Management principles are also based on
scientific enquiry and observation and not only on the opinion of Administrative theory
(Drucker, 2004). In relation to that, Olarewaju and George (2014) indicated that, they have been
developed through experiments and practical experiences of large number of managers. For
example, when managers analyze the basic work, tasks to be performed, use time and motion
studies, hires the best qualified workers, design incentive schemes based on output, they are
using Taylorism’s scientific management principles. In addition, principles of science lay down
cause and effect relationship between various variables for example, when metals are heated,
they are expanded, the cause is heating and the result is expansion.

The same is true for management which also establishes cause and effect relationship. For
instance, according to Taylor, lack of motivation by high incentives decrease production.
Therefore, if lack of motivation is the cause the effect (decreased production) can be ascertained
easily (Mullins, 2018). Similarly if workers are given bonuses, fair wages they will work hard
but when not treated in fair and just manner, reduces productivity of organization. Validity of
scientific principles can be tested at any time and will give same result. Moreover, future events
can be predicted with reasonable accuracy by using scientific principles. For instance, principle
of unity of command can be tested by comparing two persons one with single boss and the other
with two bosses. Resultantly, the performance of first person will be better than second.
Management has a systematic body of knowledge but it is different from other physical sciences
like biology, physics, and chemistry because it deals with human beings and it is very difficult to
predict their behavior accurately. Management is a social process, therefore it falls in the area
of social sciences. It is a flexible science with theories and principles that produces different
results at different times (Olarewaju and George, 2014).

Moreso, management can be defined as an art thus the application of knowledge and skills to
meet best desired goals (Robbins and Coulter, 2013). For a manager to be successful in his
profession he must acquire the knowledge of science and the art of applying it. Therefore
management is a judicious blend of science as well as an art because it proves the principles and
the way these principles are applied is a matter of art. For instance, a manager cannot become a
good manager unless he has management knowledge that is applied through personal skill in the
art of management. In line with that, Hudson (2015) stated that, it is not sufficient for manager to
first know the principles but he must also apply them in solving various managerial problems
that is why, science and art are not mutually exclusive but they are complementary to each other.
In that regard, Greenleaf (2018) indicated that, the old saying that managers are born has been
rejected in favor of managers as being made. Greenleaf (2018) added that, this also led to the
development of the behavioral management theory that recognizes the human variable in
organizations (Hawthorne studies). Mullins (2011) highlighted that, The Hawthorne studies led
to the human relations movement, a people oriented approach to management in which the
interaction of people in organizations is studied to judge its impact on organizational success.

In addition, art is characterized by personal skill and that is why the level of success and quality
of performance differs from one person to another. Every manager has his own way of managing
things based on his knowledge, experience and personality that is why some managers are
known as good managers (Hamel and Breen, 2007). Management is also creative in nature like
any other art. It combines human and non-human resources in useful way so as to achieve
desired results. Every art is result oriented as it seeks to achieve concrete results. Likewise,
management is also directed towards accomplishment of pre- determined goals. Managers use
various resources like men, money, material, machinery and methods to promote growth of an
organization. Therefore, management is an art because it requires application of certain
principles and it deals with molding the attitude and behavior of people at work towards desired
goals (Kaur and Khunteta, 2012). Management is both an art and a science. It is considered as a
science because it has an organized body of knowledge which contains certain universal truth.
On the other hand, it’s an art because managing requires certain skills which are personal
possessions of managers. Science provides the knowledge and art deals with the application of
knowledge and skills (Olarewaju and George, 2014).

Management is a process of planning, organizing, leading, controlling the work of organisational

members and using all available organisational resources to reach stated organisational goals
(Drucker, 2004). Henry Fayol, the father of functional or administrative management attests that
to manage is to forecast and plan, to organize, to command, to coordinate and to control‖.
Management was an activity common to all business endeavours , government and homes
leading to the development of his fourteen principles of management namely division of labour,
authority, discipline, unity of command, unity of direction, remuneration, centralisation, scalar
chain, order, equity, stability of tenure of personnel, initiative, spirit de corps and subordination
of individual interests to the general interests (Mullins, 2018). Fayol’s general principles of
management cover a broad range of topics but organisational efficiency, the handling of people
and appropriate management action are the major ones he stresses. He directed his attention at
the activities of all managers whilst Taylor concentrated on first line managers and the scientific
method. The most useful method of classifying managerial activities is to group them around the
functions of planning, organizing, staffing, directing, and controlling (Ali, 2014).

Planning is the basic function of management that deals with chalking out a future course of
action and deciding in advance the most appropriate course of actions for achievement of pre-
determined goals (Koontz et al., 2006). Tamunosiki-Amadi and Kuroakegha (2017) indicated
that, planning bridges the gap from where an organisation is and where it want to be in future.
Planning is determination of courses of action to achieve desired goals. Thus, planning is a
systematic thinking about ways and means for accomplishment of pre-determined goals.
Planning is necessary to ensure proper utilization of human a non-human resources. It is all
pervasive, it is an intellectual activity and it also helps in avoiding confusion, uncertainties, risks
and wastage. The scope of planning is not the same at each level of organization (Greenleaf,
2018). For instance, the higher the level of organization, the broader the scope of planning. Once
the plans are formulated, the next step is to organise the activities and resources such as
identifying the tasks, classifying them, assigning duties to subordinates and allocating the
resources. Organising is the process of bringing together physical, financial, human resources
and developing productive relationship amongst them for achievement of organizational goals
(Hudson, 2015). According to Henry Fayol, to organize a business is to provide it with
everything useful or its functioning thus, raw material, tools, capital and personnel (Stoner et al.,
1995). To organize a business involves determining and providing human and non-human
resources to the organizational structure.

Staffing is the function of manning the organization structure and keeping it manned. It has
assumed greater importance in the recent years due to advancement of technology, increase in
size of business, complexity of human behaviour. The main purpose of staffing is to ensure that
the right person is appointed to the right job. Managers motivates subordinates, resolve group
conflicts, influence individuals as they work, select effective communication channel and dealing
with any employee behaviour issues (Hamel and Breen, 2007)
.
Managerial function of staffing involves manning the organization structure through proper and
effective selection; appraisal and development of personnel to fill the roles designed the
structure‖. Staffing encompasses manpower planning, training and development, remuneration,
performance appraisals, promotions, recruitment, selection and placement. Directing is part of
managerial function which actuates the organizational methods to work efficiently for
achievement of organizational purposes (Koontz et al., 2006). Tamunosiki-Amadi and
Kuroakegha (2017) addid that, direction is that inert-personnel aspect of management which
deals directly with influencing, guiding, supervising, motivating sub-ordinate for the
achievement of organizational goals. The controlling function of management involves a number
of steps to be taken to make sure that the performance of employees is as per the plans. It
involves establishing performance standards and comparing them with the actual performance. In
case of any variations, necessary steps are to be taken for its correction (Greenleaf, 2018).

Furthermore, management is the process of administering and controlling the affairs of the
organisation, irrespective of its nature, type, structure and size. It is an act of creating and
maintaining such a business environment whereby members of the organisation can work
together and achieve business objectives efficiently and effectively (Kaur and Khunteta, 2012).
Tamunosiki-Amadi and Kuroakegha (2017) indicated that, an organisation consists of various
members who have different needs, expectations and beliefs. Every person joins the organisation
with a different motive but after becoming a part of the organisation they work for achieving the
same goal. It requires supervision, teamwork, coordination and in this way, management comes
into the picture. Hudson (2015) indicated that, according to Mayo Elton, a behavioural
management theorist, increase in production is through an understanding of people, thus if
managers understand their people and adapt their organisations to them, organisational success
will usually follow.
The Hawthorne studies led to the human relations movement, a people oriented approach to
management in which the interaction of people in organisation is studied to judge its impact on
organisational success. People’s behaviour and attitudes are closely related that group factors
significantly affect individual behaviour, group standards establish individual worker output
(Mullins, 2018). Tamunosiki-Amadi and Kuroakegha (2017) highlighted that, money is less a
factor in determining output as postulated by Taylor than group standards, group attitudes and
security. The behaviour approach has largely shaped the management of today’s organisations
from the way managers design their jobs, their relations with employees and the channels of
communication within the organisation. The Hawthorne studies paved way to the development
of motivation, leadership, and group behaviour and development theories of management
(Olarewaju and George, 2014). Therefore, management act as a guide to a group of people
working in the organisation and coordinating their efforts towards the attainment of common
objective hence it’s a group activity as reiterated by behavioural management theory.

Furthermore, management as a continuous process involves decision making at all levels.

Decision-making describes the process by which a course of action is selected as the way to deal
with a specific problem. Level of management refers to the categories or layers of managerial
positions in an organization. The level of management determines the amount of authority and
status of the person occupying the position at that level (Drucker, 2004). This is also supported
by Max Weber’s bureaucratic management theory that is characterized by hierarchy of positions,
division of labor, technical competence, staffing, rules and regulations within the organization.
There are three levels of management namely top, middle and lower level management. Top
level management such as Board of Directors and Chief Executives are responsible for defining
the objectives, formulating plans, strategies and policies of an organization. Middle level
management (Divisional heads) interpret and control plans and strategies formulated by the top
executives. Lower level management (line managers, supervisors) implements and supervise
policies and strategies (Olarewaju and George, 2014). Thus management can be defined as a
process that in cooperates decision making at different management levels.

Management is not confined to the administration of people only, but it also manages work,
processes and operations, which makes it a multi-disciplinary activity. Precisely, all the
functions, activities and processes of the organization are interconnected to one another (Kaur
and Khunteta, 2012). And it is the task of the management to bring them together in such a way
that they help in reaching the intended result as articulated by the systems approach to
management. An organization exists in a business environment that has various factors like
social, political, legal, technological and economic factors. Changes in business environment
automatically have an impact on organizational effectiveness and efficiency. So, to overcome
these changes management formulates strategies and implements them (Greenleaf, 2018). In line
with this, Tamunosiki-Amadi and Kuroakegha (2017) stated that, according to the contingency
theory, management is a dynamic function that must adapt to changes in internal and external
environment in order to meet its intended results.
In a nutshell, management can be defined as a science as articulated by scientific management
theory and also as an art. It can be defined in terms of administrative functions such as planning,
organizing, staffing and controlling as highlighted by Fayol’s administrative theory. Bureaucratic
management theory define management in terms of three management levels such as top, middle
and lower management level. Behavioral theorists define management as a group activity thus
cordial relations within the workplace increase production than solely incentives as postulated by
the scientific management. Modern management theories such as the systems theory and
contingency theory define management as a dynamic function that must adapt to changes in
business environment for its effectiveness and efficiency. Management is goal oriented,
universal, continuous, multidimensional and dynamic in nature.
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