Professional Documents
Culture Documents
Prior to 1880 there has been a leading concept that management is an inborn ability Today, in large-sized business organizations, ownership and management are separate identities
Management as a Science
Management Science is concerned with developing and applying models and concepts that help to illuminate management issues and solve managerial problems
The models used can often be represented mathematically, but sometimes computer-based, visual or verbal representations are used. The range of problems and issues to which management science has contributed insights and solutions is vast. Scheduling airlines, both planes and crew, deciding the appropriate place to site
Managing the flow of water from reservoirs, Identifying possible future development paths for parts of the telecommunications industry, Establishing the information needs and Appropriate systems to supply them within the health service, Identifying and understanding the strategies adopted by companies for their information systems
Management as a Science
A systematized body of knowledge
based on proper findings and exact principles and is capable of verification It is a reservoir of fundamental truths and its findings apply safely in all the situations. In this sense, management is a
Like other sciences, management has also developed certain principles, laws, generalization, which are universal in nature and are applicable wherever the efforts of the people are to be coordinated. The main reason for the inexactness of science of management is that it deals with the people and it is very difficult to predict their behaviour accurately.
Management as an Art
Management as an Art Art refers to the way of doing specific things; it indicates how an object can be achieved.
George R. Terry, "Art is bringing about of a desired result through the application of skill." Management is certainly an art as a manager uses his skill, knowledge and experience in solving various problems, both complicated and non-
Functions of Managers
Planning Organizing Staffing
Leading
Controlling
Category Role Informational Monitor Disseminator Spokesperson Interpersonal Figurehead Leader Liaison
Activity Seek and receive information; scan periodicals and reports; maintain personal contact with stakeholders. Forward information to organization members via memos, reports, and phone calls. Transmit information to outsiders via reports, memos, and speeches. Perform ceremonial and symbolic duties, such as greeting visitors and signing legal documents. Direct and motivate subordinates; counsel and communicate with subordinates. Maintain information links both inside and outside organization via mail, phone calls, and meetings. Initiate improvement projects; identify new ideas and delegate idea responsibility to others. Take corrective action during disputes or crises; resolve conflicts among subordinates; adapt to environments. Decide who gets resources; prepare budgets; set schedules and determine priorities. Represent department during negotiations of union contracts, sales, purchases, and budgets.
Decisional
Entrepreneur
Disturbance handler Resource allocator Negotiator
Managerial Environments
A manager's environment is made up of constantly changing factors both external and internal
Economic,
Global influences