Without management there would be no organisations, no business. Discuss.

Maximum ten pages double spaced, font 12, Times New Romans. Neatly bound I propose

1. to dig out, from text and online books and references, the meaning of the three key terminologies; management, organisation and business 2. to find out the possibility of organisations and businesses doing without management 3. to deliver the verdict! 1.1 Definitions of Managementi 1.1.1 "Management is getting things done through other people". This definition

highlights the fact that a manager does not operate a machine or sell a product himself but guides others to do these things 1.1.2 William Spriegel: "Management is that function of an enterprise which

concerns itself with the direction and control of the various activities to attain business objectives... Management embraces all duties and functions that pertain to the initiation of an enterprise, its financing, the establishment of all major policies, the provision of all necessary equipment, the outlining of the general form of organisation under which the enterprise is to operate and the selection of the principal officers" 1.1.3 Sir Charles Reynold: Management is "the process of getting things done

through the agency of a community. The functions of management are the handling of a community with a view to fulfil the purposes for which it exists" 1.1.4 Elmore Peterson and E.G. Plowman: Management is " a technique by

means of which the purposes and objectives of a particular human group are determined, clarified and effectuated".

1.1.5

Mary Gushing Niles: "Good management, or scientific management achieves

a social objective with the best use of human and material energy and time, and with satisfaction for the participants and the public" 1.1.6 James D. Mooney and Alan C. Reiley: Management is the "art of directing and

inspiring people." 1.1.7 Lawrence A. Appley: Management is the "art of getting things done through

the efforts of other people." It concerns itself with guiding "human and physical resources into a dynamic, hard hitting organisation unit that attains its objectives to the satisfaction of those served, and with a high degree of morale and sense of attainment on the part of those rendering the service". 1.1.8 John F. Mee: Management is the "art of securing maximum results with a

minimum of effort so as to secure maximum prosperity for the employer and employee, and give the public the best possible service." 1.1.9 Koontz and O'Donnel: Management is the "creation and maintenance of an

internal environment in an enterprise where individuals, working in groups, can perform efficiently and effectively toward the attainment of group goals It is the art of getting the work done through and with people in formally organized groups." 1.1.10 Dalton E. Me Farland: "Management is the process by which mangers create,

direct, maintain and operate purposive organizations through systematic, coordinated, co-operative human effort" 1.1.11 J. L. Massie: "Management is defined as the process by which a cooperative

group directs action towards common goals. This process involves techniques by which a distinguishable group of people (managers) coordinates activities of other people: managers seldom actually perform the activities themselves. This process consists of certain basic functions."
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1.1.12

American Management Association: "Management is guiding human and

physical resources into dynamic organisational units which attain their objectives to the satisfaction of those served and with a high degree of morale and sense of attainment on the part of those rendering service." 1.2 From definitions, management entails; 1.2.1 1.2.2 formulation of objectives, plans and policies of the collective enterprise; assembling men, money, materials, machines and methods for their

accomplishment; 1.2.3 1.2.4 1.2.5 1.2.6 directing and motivating the men at work; coordinating the physical and human resources; supervising and controlling performance; and securing maximum satisfaction for both employer and employee and

providing the public with the best possible services. 1.3 Characteristics of Management The salient features which highlight the nature of management are as follows: 1.3.1 Management is universal. Henry Fayol pointed out that the fundamentals of

management are equally applicable in different organizations; business, government, military and others. The functions of management are required at all levels of organization and in all areas of business. 1.3.2 Management is purposeful. It exists for the achievement of specific

objectives. It is a means towards the accomplishment of predetermined goals. All activities of management are goal oriented. The success of management is measured by the extent to which the desired objectives are attained. Management has no justification to exist in the absence of objectives. Management is creative a process of achieving results.
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1.3.3

Management is an integrative force. The essence of management lies in the

coordination of individual efforts into a team effort. Management reconciles the individual goals with organizational goals. As a unifying force, management creates a whole that is more than the sum of individual parts. It integrates human and physical resources. 1.3.4 Management is a social process. Management is done by people, through

people and for people. It is a social process because it is concerned with interpersonal relations. Human factor is the most important element in management. According to Appley, "management is the development of people, not the direction of things" A good manager is a leader, not a boss. It is pervasiveness of the human element which gives management its special character as a social process. 1.3.5 Management is multidisciplinary Management has to deal with human

behaviour under dynamic conditions. Therefore, it depends upon wide knowledge derived from several disciplines like engineering, sociology, psychology, economics, anthropology, etc. The vast body of knowledge in management draws heavily upon other fields of study. 1.3.6 Management is a continuous process. Management is a dynamic and an on-

going process. The cycle of management continues to operate so long as there is organised action for the achievement of group goals. 1.3.7 Management is intangible. Management is an unseen or invisible force. It

cannot be seen but its presence can be felt everywhere in the form of results. However, the managers who perform the functions of management are very much tangible and visible. 1.3.8 Management is an art as well as a science. It contains a systematic

body of theoretical knowledge and it also involves the practical application of such
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knowledge. Management is also a discipline involving specialised training and an ethical code arising out of its social obligations. 1.3.9 On the basis of these characteristics, management may be defined as a

continuous social process involving the coordination of human and material resources in order to accomplish desired objectives. 1.3.10 The various functions mentioned by different experts may be classified into these five categories Function Planning Sub-functions Forecasting, decision-making, establishing objectives, policy making, programming, scheduling, budgeting, strategy formulation, problemsolving, setting procedures, innovation, research, investigation, etc Functionisation, divisionalisation, departmentation,assignment of duties, delegation of authority, decentralization, etc. Recruitment, selection, training, placement, compensation, etc. Execution or implementation of plans, guiding, counseling, supervision or overseeing, motivation or activating, communication, leadership, etc. Setting standards, recording, measurement, reporting, review or appraisal or evaluation, actuating, corrective action, etc.

Organizing Staffing Directing or commanding Controlling

2.0 Definitions of Organization ii The term organising is used in management in two different senses-as a structure and as a process. 2.1 As a structure In the static sense, organisation is the structure of relationships among jobs or a network of horizontal and vertical authority relationships designed to accomplish common objectives. It is the vehicle through which enterprise objectives are to be achieved. It is a systematic combination of people, functions and facilities, all working together to accomplish some desired purpose. As a structure, organisation is the mechanism or framework within which people live and work together for the accomplishment of certain objectives. Some people consider it social system comprising the human relationships existing among persons performing different jobs.
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2.2 As a process In its dynamic sense, organising is considered as a basic function of management. It is. the process of creating harmonious authority-responsibility relationships between different parts of an enterprise. It involves division of work into appropriate specialised units and creating operative relationships between them. According to Allen "organising is the process of identifying and grouping the work to be performed, defining and delegating responsibility and authority, and establishing relationships for the purpose of enabling people to work most effectively together in accomplishing objectives." In the words of Henri Fayol, "to organise a business is to provide it with everything useful to its functioning: raw materials, tools, capital and personnel." Organising defines the role each individual is to play and establishes relationships between them. The two interpretations of the term are complementary to each other. The process of organising results in an organisation structure.

Conclusion 1. From the foregoing, organisation implies business, whether commercial or noncommercial, (i.e. profit making or non-profit making) 2. Without management, there would be no managers and therefore all the functions of management would not be accomplished. 3. Therefore both organisation the structure and organisation the process would not be there.

i ii

PRINCIPLES AND PRACTICE OF MANAGEMENT N. A. SALEEMI chapter 1 PRINCIPLES AND PRACTICE OF MANAGEMENT N. A. SALEEMI chapter 8

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