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System and Contingency Approach of Management Ratings: 0|Views: 4,953|Likes: 8 Published by Tage Nobin See More

Management Principles and Values System Approach and Situational Approach A ReportSubmitted by Tage Nobin MBA- IFaculty of Management StudiesBanaras Hindu University

Management Principles and Values Introduction Managing is one of the most important human activities. From the time humanbeings began forming social organizations to accomplish aims and objectivesthey could not accomplish as individuals, managing has been essential to ensurethe coordination of individual efforts. As society continuously relied on groupeffort, and as many organized groups have become large, the task of managershas been increasing in importance and complexity. Henceforth, managerialtheory has become crucial in the way managers manage complex organizations.The central thesis of this paper is that although some managers in different partsof the world could have achieved managerial success without having basictheoretical knowledge in management, it has to be unequivocally emphasizedthat those managers who have mixed management theory in their day-to-daypractice, have had better chances of managing their organizations moreefficiently and effectively to achieve both individual and organizationalobjectives. Therefore, managers of contemporary organizations ought toappreciate the important role they play in their respective organizations if theyare to achieve set goals. Secondly, there is need to promote excellence amongall persons in organizations, especially among managers themselves. To addressthese concerns, the paper will proceed along the following spectrum:management will be defined for purposes of conceptual clarity; managementobjectives, functions, goals, and essentiality, will be highlighted; the importanceof managerial skills and the organizational hierarchy will be sketched; theimportance of women in the organizational hierarchy will be emphasized;reasons for studying management theory will be enumerated; the differentmanagement theories, the core of the paper, will be discussed at length; thesignificance of management as a practice will be contextualized; and the way forward in form of a conclusion will be offered.

Management Principles and Values Definition of Management Management is the art, or science, of achieving goals through people. Sincemanagers also supervise, management can be interpreted to mean literally looking over i.e., making sure people do what they are supposed to do.Managers are, therefore, expected to ensure greater productivity or, using the current jargon, continuous improvement.

Management refers to thedevelopment of bureaucracy that derives its importance from the need forstrategic planning, co ordination, directing and controlling of large and complexdecision-making process. Essentially, therefore, management entails theacquisition of managerial competence, and effectiveness in the following keyareas: problem solving, administration, human resource management, andorganizational leadership. Management Objectives: There are basically three management objectives. One objective is ensuringorganizational goals and targets are met with least cost and minimum waste.The second objective is looking after health and welfare, and safety of staff. Thethird objective is protecting the machinery and resources of the organization,including the human resources. Management Functions: To understand management, it is imperative that we break it down into fivemanagerial functions, namely; planning, organizing, staffing, leading, andcontrolling. Planning involves selecting missions and objectives and the actionsto achieve them. It requires decision- making i.e., choosing future courses of action from among alternatives. Plans range from overall purposes andobjectives to the most detailed actions to be taken. No real plan exists until adecision a commitment of human and material resources has been made. Inother words, before a decision is made, all that exists is planning study,analysis, or a proposal; there is no real plan.People working together in groups to achieve some goal must have roles toplay. Generally, these roles have to be defined and structured by someone whowants to make sure that people contribute in a specific way to group effort.Organizing, therefore, is that part of management that involves establishing anintentional structure of roles for people to fill in an organization. Intentional inthat all tasks necessary to accomplish goals are assigned and assigned to peoplewho can do best. Indeed, the purpose of an organizational structure is to help increating an environment for human performance. However, designing an

Management Principles and Values organizational structure is not an easy managerial task because many problemsare encountered in making structures fit situations, including both defining thekind of jobs that must be done and finding the people to do them. Staffinginvolves filling, and keeping filled, the positions in the organization structure.This is done by identifying work-force requirements; inventorying the peopleavailable; and recruiting, selecting, placing, promoting, appraising, planning thecareers of, compensating, and training or otherwise developing both candidatesand current jobholders to accomplish their tasks effectively and efficiently.Leading is the influencing of people so that they will contribute to organizationand group goals; it has to do predominantly with the interpersonal aspect of managing. Most important problems to managers arise from people theirdesires and attitudes, their behaviour as individuals and in groups. Hence,effective managers need to be effective leaders. Leading involves motivation,leadership styles and approaches and communication. Controlling, for example,budget for expense, is the measuring and correcting of activities of subordinatesto ensure that events conform to plans. It measures performance against goalsand plans, shows where negative deviations exist, and, by putting in motionactions to correct deviations, helps ensure accomplishment of plans. Althoughplanning must precede controlling, plans are not self-achieving. Plans guidemanagers in the use of resources to accomplish specific goals; then activities arechecked to determine whether they conform to the plans. Compelling events toconfirm to plans means locating the persons who are responsible for results thatdiffer from planned action and then taking the necessary steps to improveperformance. Thus, controlling what people do controls organizationaloutcomes.Finally, coordination is the essence of manager-ship for achieving harmonyamong individual efforts toward the accomplishment of group goals. Each of the managerial functions discussed earlier on is an exercise contributing tocoordination. Because individuals often interpret similar interests in differentways, and their efforts toward mutual goals do not automatically mesh with theefforts of others, it, thus, becomes the central task of the manager to reconciledifferences in approach, timing, effort, or interest, and to harmonize individualgoals to contribute to organizational goals. Although these managementfunctions concern the internal environment for performance within anorganization, managers must operate in the external environment of anorganization as well. Clearly, managers cannot perform their tasks well unlessthey have an understanding of, and are responsive to, the many elements of theexternal environment economic, technological, social, political, and ethicalfactors that affect their areas of operation.

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