Management as a universal process
Management as a universal process refers to the fact that the basic functions of management are the same for all organizations, regardless of their size, industry, or location. These functions are planning, organizing, staffing, directing, and controlling.
Planning: As discussed above, planning is the process of setting goals and developing a course of action to achieve them.
Organizing: Organizing is the process of creating a structure within which management can take place. This includes defining roles and responsibilities, assigning tasks, and creating communication channels.
Staffing: Staffing is the process of hiring and retaining employees. This includes recruiting, selecting, training, and developing employees.
Directing: Directing is the process of motivating and leading employees to achieve organizational goals. This includes giving instructions, providing feedback, and resolving conflicts.
Controlling: Controlling is the process of monitoring and evaluating organizational performance to ensure that goals are being met. This includes setting standards, measuring performance, and taking corrective action when needed.
Planning: What it is and how to do it
Planning is the process of setting goals and developing a course of action to achieve them. It is a critical function of management, as it helps to ensure that organizations are using their resources effectively and efficiently.
There are many different ways to plan, but the basic process can be broken down into the following steps:
Identify the goal or objective. What does the organization want to achieve?
Analyze the current situation. What are the organization's strengths, weaknesses, opportunities, and threats?
Develop alternative courses of action. What are the different ways that the organization can achieve its goal?
Evaluate the alternatives. What are the pros and cons of each course of action?
Select a course of action. Which course of action is the most likely to achieve the goal?
Implement the course of action. Carry out the plan.
Monitor and evaluate the results. Is the plan working? Are adjustments needed?
Scientific Management Theory
Scientific Management Theory is a management theory that was developed by Frederick Winslow Taylor in the early 20th century. Taylor believed that the best way to improve organizational efficiency was to apply scientific principles to management.
Taylor's theory is based on the following principles:
Time and motion studies: Taylor believed that time and motion studies could be used to identify and eliminate wasteful work practices.
Standardization: Taylor believed that work should be standardized to ensure that it is performed as efficiently as possible.
Specialization: Taylor believed that employees should be specialized in particular tasks to improve their efficiency.
Differential piece-rate system: Taylor believed that employees should be paid based on their productivity, rather than their time on the job.
Scientific Management Theory has been criticized for being dehumanizing and for focusing too much on efficiency at the expense of employee satisfaction. However, it has also been credited with helping to improve organizational efficiency and productivity. Types of Decision Making
Decision making is the process of identifying and choosing the best course of action to achieve a desired outcome. There are many different types of decision making, each with its own advantages and disadvantages.
Programmed and Non-Programmed Decisions
Programmed decisions are routine and repetitive in nature. They are typically made using well-defined rules or procedures. For example, the decision of whether or not to approve a customer's loan application is a programmed decision.
Non-programmed decisions are unique and complex. They typically require a high degree of creativity and judgment. For example, the decision of which new product to launch is a non-programmed decision.
Strategic, Tactical, and Operational Decisions
Strategic decisions are long-term decisions that set the direction of an organization. Tactical decisions are medium-term decisions that support strategic decisions. Operational decisions are short-term decisions that are made on a daily basis to keep the organization running smoothly.
For example, the decision to enter a new market is a strategic decision. The decision of how to market the new product is a tactical decision. The decision of how to price the new product is an operational decision.
Organizational and Personal Decisions
Organizational decisions are made by individuals or groups within an organization. Personal decisions are made by individuals for themselves.
For example, the decision of whether or not to hire a new employee is an organizational decision. The decision of whether or not to buy a new car is a personal decision.
Individual and Group Decisions
Individual decisions are made by a single person. Group decisions are made by a group of people.
For example, the decision of what to eat for dinner is an individual decision. The decision of how to allocate a budget is a group decision.
Other Types of Decision Making
Other types of decision making include:
Major and minor decisions: Major decisions have a significant impact on the individual or organization, while minor decisions have a less significant impact.
Planned and unplanned decisions: Planned decisions are made in advance, while unplanned decisions are made on the spot.
Rational and intuitive decisions: Rational decisions are made based on logic and reason, while intuitive decisions are made based on gut feeling or instinct.
Maslow's hierarchy of needs
Maslow's hierarchy of needs is a theory of human motivation proposed by American psychologist Abraham Maslow in his 1943 paper "A Theory of Human Motivation" in the journal Psychological Review. Maslow subsequently extended the idea to include his observations of humans' innate curiosity.
Maslow's hierarchy of needs is often depicted as a pyramid with the most basic needs at the bottom and the most complex needs at the top. The five levels of Maslow's hierarchy of needs are:
Physiological needs: These are the most basic needs, such as food, water, shelter, sleep, and clothing.
Safety needs: These needs include security, stability, and protection from harm.
Love and belonging needs: These needs include affection, intimacy, and a sense of belonging to a group.
Esteem needs: These needs include self-respect, confidence, and a sense of accomplishment.
Self-actualization needs: These needs include the desire to fulfill one's potential and live a meaningful life.
Maslow believed that people are motivated to satisfy their needs in a hierarchical order, starting with the most basic needs and working their way up to the most complex needs. Once a need is satisfied, it is no longer a motivator.
For example, a person who is starving will be motivated to find food. Once they have eaten, they will no longer be motivated by hunger. However, they may then be motivated to find shelter or to feel safe.
Maslow's hierarchy of needs is a useful theory for understanding human motivation. It can be used to explain why people behave in the way that they do, and it can also be used to help people to achieve their goals.
Here are some examples of how Maslow's hierarchy of needs can be applied in real life:
A company might offer benefits such as health insurance and retirement savings plans to meet its employees' safety needs.
A school might create a welcoming and supportive environment to meet its students' love and belonging needs.
A manager might offer praise and recognition to their employees to meet their esteem needs.
A person might set goals for themselves and work hard to achieve them in order to meet their self-actualization needs.
Maslow's hierarchy of needs is a complex and nuanced theory, but it is a valuable tool for understanding human motivation.
Functional foremanship
Functional foremanship is a management technique that divides the responsibilities of a traditional foreman among multiple specialized foremen. Each specialized foreman has a specific area of expertise, such as planning, production, or quality control.
The concept of functional foremanship was developed by Frederick Winslow Taylor in the early 20th century. Taylor believed that no one person could have all of the skills and knowledge necessary to be an effective foreman. He also believed that functional foremanship would lead to greater efficiency and productivity.
Functional foremanship is typically implemented in manufacturing organizations, but it can also be used in other industries. Here is an example of how functional foremanship might be implemented in a manufacturing plant:
Planning foreman: The planning foreman is responsible for developing and scheduling production runs.
Production foreman: The production foreman is responsible for overseeing the day-to-day operations of the plant and ensuring that production goals are met.
Quality control foreman: The quality control foreman is responsible for inspecting products to ensure that they meet quality standards.
Functional foremanship has a number of advantages, including:
Increased specialization: Functional foremanship allows foremen to specialize in a particular area, which can lead to increased efficiency and productivity.
Improved decision-making: Functional foremen can make better decisions because they have expertise in their specific area.
Reduced workload: Functional foremanship reduces the workload on individual foremen, which can lead to improved morale and job satisfaction.
However, functional foremanship also has some disadvantages, including:
Increased costs: Functional foremanship can increase costs because it requires more foremen.
Potential for conflict: Functional foremen may have different goals and objectives, which can lead to conflict.
Reduced accountability: It can be difficult to identify who is responsible for problems when there are multiple foremen involved.
Overall, functional foremanship can be a valuable management technique, but it is important to carefully consider the advantages and disadvantages before implementing it.
Here are some tips for implementing functional foremanship successfully:
Clearly define the roles and responsibilities of each foreman.
Establish clear lines of communication and coordination between foremen.
Create a culture of cooperation and teamwork among foremen.
Provide foremen with the training and resources they need to be successful.
Monitor the implementation of functional foremanship and make adjustments as needed.
Management and Organization
Management is the process of planning, organizing, staffing, directing, and controlling the activities of an organization to achieve its goals. It is the process of getting things done through people.
Organization is a group of people who are working together to achieve a common goal. It is the structure or framework within which management takes place.
In other words, management is the process of using the resources of an organization to achieve its goals, while organization is the structure of the resources themselves.
Here is a table that summarizes the key differences between management and organization:
