Factors Affecting Management
There are numerous factors that affect an organization or the management. Managers can monitor these factors/environments through boundary spanning — a process of gathering information about developments that could impact the future of the organization. Following types of factor/environment affect management: Microeconomic factors Macroeconomic factors To lead an organization efficiently, every organization must know where it is situated, what are its external and internal influences. Microeconomic FactorsMacroeconomic Factors Company-specific influences that have adirect impact on its business operations and success. Components within the control of an organization can be managed and altered. Broad economic forces and global events are out of control of any business or company. Forces indirectly affect company objectives. Volatile and risky, and a savvy manager must be agile to sidestep…
The Management and Administration Inter-Relationship
Management is the act or function of putting into practice the policies and plans decided upon by the administration. Administration cannot be successful without the co-operation of management. The job of each manager is, therefore, to win the co-operation of all those who work under him so that they work for enterprise goals set by administration. Administrators are mainly found in the government, military, religious and educational organizations. Management, on the other hand, is used by business enterprises. The role of a manager is to monitor and shape the environment, to anticipate changes, and react quickly to them.
The Management Environment
In this chapter, we will discuss the environment of management and the factors that affect the environment. The terms organization, administration and management are often used interchangeably. Sometimes they are used to mean one and the same thing. Organization is: The “collection, preservation and co-ordination of the elements of an enterprise in An integrated manner.” It brings together various resources of an enterprise into a single harmonious whole. It warrants the utilization of resources for the accomplishment of its objectives. Administration…
Future of Management
Modern management approaches respect the classical, human resource, and quantitative approaches to management. However, successful managers recognize that although each theoretical school has limitations in its applications, each approach also offers valuable insights that can broaden a manager's options in solving problems and achieving organizational goals. Successful managers work to extend these approaches to meet the demands of a dynamic environment. Just as organizations evolve and grow, employee needs also change over time; people possess a range of talents and capabilities that can be developed. In order to optimize outcomes, organizations and managers, should respond to individuals with a wide variety of managerial strategies and job opportunities. Important aspects to be considered, as the 21st century progresses, include the following: Organizations need to commit to not just meeting customer needs but exceeding customer expectations through quality management and continuous improvement of operations. Reinvent new methods of process improvements and constantly learn new ways and best practices from practices in other organizations and environments. Organizations must reinvest in their most important asset, their human capital.…
Reengineering Approach
Reengineering Approach sometimes called Business Process Reengineering (BPR), involves a complete rethinking and transformation of key business processes, leading to strong horizontal coordination and greater flexibility in responding to changes in the environment. The reengineering approach focuses on sensing the need to change, anticipating changes, and reacting effectively when it happens. Reengineering Process Following are the steps involved in reengineering process. Develop business vision and process objectives Identify business processes Scope and measure existing processes Design and build new process prototypes Implement and manage changes
Kaizen Approach
Kaizen means that everyone is involved in making improvements. Kaizen (pronounced ky‐zen) is based on the Japanese management concept for incremental change and improvement. The idea of continuous improvement suggests that managers, teams, and individuals learn from both their accomplishments and their mistakes. It is a long-term approach to work that systematically seeks to achieve small, incremental changes in processes in order to improve efficiency and quality. While the majority of changes may be small, the greatest impact may be improvements or changes that are led by senior management as transformational projects, or by cross- functional teams as Kaizen events. Kaizen Process Following are the steps involved in Kaizen Process. Identifying opportunities for improvement…
Quality School of Management
The Quality School of Management (also known as Total Quality Management, TQM) is a fairly recent and comprehensive model for leading and operating an organization. The prime focus is on continually improving performance by focusing on customers while addressing the needs of all stakeholders. In other words, this concept focuses on managing the entire organization to deliver high quality to customers.
Contingency Approach and Recent Contributions
The Contingency Management theory evolved out of the System Approach to managing organizations. According to the Contingency approach, management is situational; hence there exists no single best approach to management, as situations that a manager faces is always changing. However, situations are often similar to the extent that some principles of management can be effectively applied by identifying the relevant contingency variables in the situation and then evaluating them. Peter F. Drucker, W. Edwards Deming, Laurence Peter, William Ouchi, Thomas Peters, Robert Waterman, and Nancy Austin are some of the most important contributors to management thought in recent times. This has emerged perhaps as the best approach as it encourages management to search for the correct situational factors for applying appropriate management principles effectively. On the basis of the Tom Peters and Robert Waterman’s research focusing on…
What is Management?
Management is a universal phenomenon. Every individual or entity requires setting objectives, making plans, handlingpeople, coordinating and controlling activities, achieving goals and evaluating performance directed towardsorganizational goals. These activities relate to the utilization of variables or resources from the environment − human, monetary, physical, and informational. Human resources refer to managerial talent, labor (managerial talent, labor, and services provided by them), monetaryresources (the monetary investment the organization uses to finance its current and long-term operations), physicalresources (raw materials, Physical and production facilities and equipment) and information resources (data and other kinds of information). Management is essentially the bringing together these resources within an organization towards reaching objectives of anorganization.
Chester Barnard and Social Systems Theory
One of the most important contributions to this school has been made by Chester I. Barnard. His classic treatise entitled "The Functions of the Executive", published in 1938, is considered by some management scholars as one of the most influential books published in the entire field of management. Like Fayol, Barnard based his theories and approach to management on the basis of his first-hand experience as a top-level executive. Fundamentals of System Approach: All organizations are a co-operative system. As co-operative systems, organizations are a combination of complex physical, biological, personal and social components, which are in a specific systematic relationship by reason of the co-operation of two or more persons for at least one definite end. An employee’s role and his …
