MANAGEMENT
Management is defined as the art of getting things done through people in organizations. It involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.
MANAGEMENT FUNCTIONS
Henri Fayol, a French businessman, first proposed in the early part of the twentieth century that all managers perform five functions: planning, organizing, commanding, coordinating, and controlling. Today, these functions have been condensed to four: planning, organizing, leading, and controlling.
Planning:
Management function that involves setting goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities. It is a formal process whereby managers choose goals, identify actions to attain those goals, allocate responsibility for implementing actions to specific individuals or units, measure the success of actions by comparing actual results against the goals, and revise plans accordingly.
Organizing:
Management function that involves arranging and structuring work to accomplish the organization’s goals. It is the process of deciding who within an organization will perform what tasks, where decisions will be made, who reports to whom, and how different parts of the organization will coordinate their activities to pursue a common goal.
Leading:
Management function that involves working with and through people to accomplish organizational goals. It is the process of motivating, influencing, and directing others in the organization to work productively in pursuit of organization goals.
Controlling:
Management function that involves monitoring, comparing, and correcting work performance. It is the process of monitoring performance against goals, intervening when goals are not met, and taking corrective action.
MANAGEMENT SKILLS
Management is a challenging and complex task, and performing it effectively requires a variety of skills. These skills are organized into three categories: conceptual, technical, and human. They apply in varying degrees of importance to managers at all levels in an organization. Robert L. Katz proposed that managers need three critical skills in managing: technical, human, and conceptual.
Technical Skills:
Technical skills are the job specific knowledge and techniques needed to proficiently perform work tasks. These skills tend to be more important for first-line managers because they typically are managing employees who use tools and techniques to produce the organization’s products or service the organization’s customers. Often, employees with excellent technical skills get promoted to first-line manager. It enable managers to perform specific activities involving methods, processes, or techniques. These skills include mastery of specific equipment (such as configuring intranet servers) or correctly following procedures (such as conducting an accounting audit). Frontline managers work directly with employees with technical expertise, so they typically require some of this expertise themselves to monitor employee performance, provide meaningful feedback, and help employees solve unusual problems.
Human Skills:
Human skills involve the ability to work well with other people both individually and in a group. Because all managers deal with people, these skills are equally important to all levels of management. Managers with good human skills get the best out of their people. They know how to communicate, motivate, lead, and inspire enthusiasm and trust. The human skills that managers need include the abilities to communicate, persuade, manage conflict, motivate, coach, negotiate, and lead. Effective managers understand the needs of their subordinates and act on this knowledge to improve employee well-being while also achieving organizational objectives. Human skills include working with other units, not just with employees within the manager’s own unit. In other words, successful managers use their human skills to reconcile the needs and goals of their own team members with people in other work units, as well as with the needs of customers, suppliers, and others outside the organization.
Conceptual Skills:
Conceptual skills are the skills managers use to think and to conceptualize about abstract and complex situations. It is the ability to see the “big picture,” understand how the various parts of the organization affect each other, and conceptualize how those parts can be organized to improve the performance of the overall organization. In other words, conceptual skills are the foundation for strategizing and organizing.
Important Managerial Skills:
• Managing human capital
• Inspiring commitment
• Managing change
• Structuring work and getting things done
• Facilitating the psychological and social contexts of work
• Using purposeful networking
• Managing decision-making processes
• Managing strategy and innovation
• Managing logistics and technology
Management is defined as the art of getting things done through people in organizations. It involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.
MANAGEMENT FUNCTIONS
Henri Fayol, a French businessman, first proposed in the early part of the twentieth century that all managers perform five functions: planning, organizing, commanding, coordinating, and controlling. Today, these functions have been condensed to four: planning, organizing, leading, and controlling.
Planning:
Management function that involves setting goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities. It is a formal process whereby managers choose goals, identify actions to attain those goals, allocate responsibility for implementing actions to specific individuals or units, measure the success of actions by comparing actual results against the goals, and revise plans accordingly.
Organizing:
Management function that involves arranging and structuring work to accomplish the organization’s goals. It is the process of deciding who within an organization will perform what tasks, where decisions will be made, who reports to whom, and how different parts of the organization will coordinate their activities to pursue a common goal.
Leading:
Management function that involves working with and through people to accomplish organizational goals. It is the process of motivating, influencing, and directing others in the organization to work productively in pursuit of organization goals.
Controlling:
Management function that involves monitoring, comparing, and correcting work performance. It is the process of monitoring performance against goals, intervening when goals are not met, and taking corrective action.
MANAGEMENT SKILLS
Management is a challenging and complex task, and performing it effectively requires a variety of skills. These skills are organized into three categories: conceptual, technical, and human. They apply in varying degrees of importance to managers at all levels in an organization. Robert L. Katz proposed that managers need three critical skills in managing: technical, human, and conceptual.
Technical Skills:
Technical skills are the job specific knowledge and techniques needed to proficiently perform work tasks. These skills tend to be more important for first-line managers because they typically are managing employees who use tools and techniques to produce the organization’s products or service the organization’s customers. Often, employees with excellent technical skills get promoted to first-line manager. It enable managers to perform specific activities involving methods, processes, or techniques. These skills include mastery of specific equipment (such as configuring intranet servers) or correctly following procedures (such as conducting an accounting audit). Frontline managers work directly with employees with technical expertise, so they typically require some of this expertise themselves to monitor employee performance, provide meaningful feedback, and help employees solve unusual problems.
Human Skills:
Human skills involve the ability to work well with other people both individually and in a group. Because all managers deal with people, these skills are equally important to all levels of management. Managers with good human skills get the best out of their people. They know how to communicate, motivate, lead, and inspire enthusiasm and trust. The human skills that managers need include the abilities to communicate, persuade, manage conflict, motivate, coach, negotiate, and lead. Effective managers understand the needs of their subordinates and act on this knowledge to improve employee well-being while also achieving organizational objectives. Human skills include working with other units, not just with employees within the manager’s own unit. In other words, successful managers use their human skills to reconcile the needs and goals of their own team members with people in other work units, as well as with the needs of customers, suppliers, and others outside the organization.
Conceptual Skills:
Conceptual skills are the skills managers use to think and to conceptualize about abstract and complex situations. It is the ability to see the “big picture,” understand how the various parts of the organization affect each other, and conceptualize how those parts can be organized to improve the performance of the overall organization. In other words, conceptual skills are the foundation for strategizing and organizing.
Important Managerial Skills:
• Managing human capital
• Inspiring commitment
• Managing change
• Structuring work and getting things done
• Facilitating the psychological and social contexts of work
• Using purposeful networking
• Managing decision-making processes
• Managing strategy and innovation
• Managing logistics and technology
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