Classical School of Management Thought
Scientific Management and F. W. Taylor Scientific management,according to an early definition, refers to “that kind ofmanagement which conducts a business or affairs by standards established by facts or truths gained through systematic observation, experiment, or reasoning.” Advocators of this school of thought attempted toraise labor efficiency primarily by managing the work of employees on the shop floor. Frederick Winslow Taylor, who is generallyacknowledged as “the father of scientificmanagement” believed that organizations should study tasks and prepare precise procedures. His varied experience gave him ample opportunity to have firsthand knowledge and intimate insightinto the problems and attitude of workers, and to explore great possibilities for improving the quality of management in the workplace. Formulating his theory based on firsthand experience, Taylor’s theory focused on ways to increase the efficiency of employees by molding their thought and scientific management. Henry Gnatt, an associate of Taylor, developed the Gnatt Chart, a bar graph thatmeasures planned and completed work along with each stage of production.…
Management – Evolution & Trends
Management as a practice gained ground when the concept of working together in groups to achieve common objectives was realized by men. But the study of management as a systematic field of knowledge began at the advent of the Industrial Revolution, which ushered in a new era of serious thinking and theorizing on management. To begin with, there is no single universally accepted theory of management. “The wild array of management theories could even look like a jungle” says Harold Koontz. However, to help put the different theories in perspective, we shall discuss them as representing different schools of thought.
Organizing
Once a manager has created a work plan, the next phase in management cycle is to organize the people and other resources necessary to carry out the plan. Organizing should also consider the resources and physical facilities available, in order to maximize returns With minimum expenditure. Organizing may be referred to as the process of arranging and distributing the planned Work, authority and resources among an organization’s members, so they can achieve The organization’s goals. Organizing involves the following steps: Creating the organizational structure - The framework of the organization is created within which effort is coordinated allocating human resources to ensure the accomplishment of objectives. This structure is usually represented by an organizational chart, which is a graphic representation of the chain of command…
Planning
Planning is the first and the most important function of management that involves setting objectives and determining a course of action for achieving those objectives. Planners are essentially the managers who are best aware of environmental conditions facing their organization and are able to effectively analyze and predict future conditions. It also requires that managers should be good decision makers. Planning involves selecting missions and objectives and the actions to achieve them, it requires decision making, i.e. choosing future courses of action from among alternatives. Planning means determining what the organization’s position and situation should be at some time in the future and deciding how best to bring about that situation. It helps maintain managerial effectiveness by guiding future activities. Planning as a process typically involves the following steps: Selection of goals for the organization. Establishment of goals for each of the organization’s sub-units. Establishment of programs for achieving goals in a systematic manner. Types of Planning…
Management – The P-O-L-C Framework
The primary challenge faced by organizations and managers today is to creatively solve business problems. The principles of management are guidelines using which managers can tackle business challenges. The principles of management have been categorized into the four major functions of planning, organizing, leading, and controlling popularly known as the P-O-L-C framework. The P-O-L-C Framework Planning Defining Organization Vision & Mission Setting Goals & Objectives Strategizing Plan of Action to Achieve Goals Organizing Formulate Organizational Structure Resource Allocation Job Design Leading Leadership & Direction Motivation Coordination & Communication Controlling Process & Standards Review & Evaluation Corrective Action
Managerial Skills
Henri Fayol, a famous management theorist also called as the Father of Modern Management, identified three basic managerial skills - technical skill, human skill and conceptual skill. Technical Skill Knowledge and skills used to perform specific tasks. Accountants, engineers, surgeons all have their specialized technical skills necessary for their respective professions. Managers, especially at the lower and middle levels, need technical skills for effective task performance. Technical skills are important especially for first line managers, who spend much of their time training subordinates and supervising their work-related problems. Human Skill Ability to work with, understand, and motivate other people as individuals or in groups. According…
Mintzberg’s set of Ten Roles
Professor Henry Mintzberg, a great management researcher, after studying managers for several weeks concluded that, to meet the many demands of performing their functions, managers assume multiple roles. He propounded that the role is an organized set of behaviors. He identified the following ten roles common to the work of all managers. These roles have been split into three groups as illustrated in the following figure. Interpersonal Role Figurehead – Has social, ceremonial and legal responsibilities. Leader – Provides leadership and direction. Liaison – Networks and communicates with internal and external contacts. Informational Role Monitor – Seeks out information related to your organization and industry, and monitors internal teams in terms of both their productivity and well-being.…
The Changing Roles of Management and Managers
Every organization has three primary interpersonal roles that are concerned with interpersonal relationships.The manager in the figurehead role represents the organization in all matters of formality. The top-level manager represents the company legally and socially to the outside world thatthe organization interacts with. In the supervisory role, the manager represents his team to the higher management. He acts as a liaison between the higher management and his team. He also maintains contact with his peers outside the organization.
Role of Managers
Managers are the primary force in an organization's growth and expansion. Larger organizations are particularly complex due to their size, process, people and nature of business. However, organizations need to be a cohesive whole encompassing every employee and their talent, directing them towards achieving the set business goals. This is an extremely challenging endeavor, and requires highly effective managers having evolved people management and communication skills. The Top Management The top level executives direct the organization to achieve its objectives and are instrumental in creating the vision and mission of the organization. They are the strategic think-tank of the organization. Senior Management The General Manager is responsible for all aspects of a company. He is accountable for managing the P&L (Profit & Loss) statement of the company. General managers usually report to the company board or top executives and take directions from them to direct the business.…
