Introduction: Management and Managers Defined

by

Amandeep Kaur Rai

Crandall University

M. O.B IP 6113 - F20 September 20,2020

Professor: Dr. Seth Crowell

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Introduction: Management and Managers Defined

Table of Contents

I Introduction 3

II Summary 4

III Reflection 7

IV Conclusion 10

Reference List 11
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Introduction: Management and Managers Defined

Introduction

Peter F. Drucker, the author of Introduction: Management and

Managers Defined is widely considered to be the father of

“Modern Management” for his numerous books and articles

stressing, innovation, entrepreneurship and strategies for dealing

with a challenging world.

He wanted to build a strong functioning society of organizations

He understood that organizations were imperfect at past and were

largely misguided. To overcome this imperfection,

He considered Management and Mangers to be the Major and key

role players which follow the four C’s: Competency, Character,

Compassion and Community.

He believed that focusing on strengths of workers can make an

organization reach its heights.

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Introduction: Management and Managers Defined

Summary

Some writings on management give impression that in twentieth

century, our society became a society of organizations. Wherein,

vital tasks were performed through organized institutions and each

organization was entrusted to managers practicing management.

What exactly is Management and who are Managers?

Management is tasks. Management is a discipline, but management

is also people. Every achievement of the management is the

achievement of a manager and every failure is a failure of the

manager.

The managers are basically knowledge workers who have

executive responsibility for contribution. Managers are all the

people who perform management tasks, and these tasks can be

divided into constituent operations and every manager can improve

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Introduction: Management and Managers Defined

his or her performance by improving the performance of these

activities.

There are five basic operations such as, set objectives, organizing,

motivating and communicating, measuring and finally developing

of people including managers. These operations together result in

the integration of resources into a viable, growing organization.

Management is considered as a practice and not a science.

Management deals with people and it is very difficult to predict

their behavior accurately since, it is a social process embedded

both in a tradition of values, customs and beliefs.

Management is culture conditioned and in turn management and

managers shape culture and society. Above all, managers practice

management, they do not practice behavioral science. Thus,

management is a practice rather than a science and its practice is

based on knowledge and responsibility.

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Introduction: Management and Managers Defined

Reflection

From this chapter, I learned that organizations depend upon their

management and managers. Once an organization grows beyond a

very small size, it needs managers and management for its smooth

functioning and expansion to a bigger enterprise.

Every organization needs people (managers) who do the specific

work of management. It cannot be run only by owners themselves.

It is required to have management and managers to build a strong

organization.

For example, A company named Monster Pizza in Philippines, was

formerly a sole proprietor expanded from one restaurant to ten

restaurants and to reach this number of ten, the owner hired skilled

managers whose planning, integrity, knowledge, compassion and

competitiveness helped a very small enterprise to become big and

complex.
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Introduction: Management and Managers Defined

The functions such as planning, organizing, integrating, developing

and measuring people can be the biggest strengths of any

organization. Although, the operation of measurement can be quite

challenging due to common biasness and preconceived notions

about people and can weaken the internal structure of an

organization. To overcome the imperfection of measuring the

performances of employees, the managers need to have an ability

of self-control and equal treatment.

Besides these strengths and weaknesses, the author considers

management to be a practice and not a science. I disagree with this

view. In my opinion management is both a practice and a science.

The art of managing is a personal creative attribute of the manager,

which is more often enriched by education, training and experience

named as practice and management is also a science.

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Introduction: Management and Managers Defined

A science is obtaining information about a particular object by a

systematic pattern of observation, study, practice experiments and

investigation. The management process also follows the same path.

Gathering data and facts, analyzing and deciding them based on

analysis are the functions of the management.

Thus, by looking at the above mentioned similarities in the

processes of science and practice, one can call management as a

science and a practice.

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Introduction: Management and Managers Defined

Conclusion

Thus, from the above-mentioned reflections it may be said that

management is a unique combination of practice and science.

Where, the operations of management must be followed within

their principles of knowledge and methods in the functioning and

successful development of an organization.

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Introduction: Management and Managers Defined

Reference

Drucker.P (2008). Management Revised Edition (Chapter1). New

York: Harper.

Business
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Introduction: Management and Managers Defined