Principles Of Management

                

Management Approaches

What is management?

The world management is derived from an Italian word maneggiare (to handle specially a horse).

Definition: -

 Management is process of attaining organizational goals by planning, organizing, leading and controlling the people and organizational resources.

Characteristics: -

 These are some main characteristics of the management.

1: - Management is goal oriented process.

2: - It is a multidimensional activity.

3: - It is a group activity.

4: - It is a continuous process.

Describe the management approaches of Fayol, Mintzberg & Katz?

Many theorists define different approaches of the management but we are going to discus approaches of three well known theorists which are stated below.

1: -Henry Fayol’s (Functional approach)

(i)                 Planning

(ii)               Organizing

(iii)             Commanding/Leading

(iv)              Coordinating

(v)                Controlling

2: -Mintzberg (Management roles approach)

(I)                          Interpersonal role

(a)    Figurehead

(b)    Leader

(c)     Liaison

     (ii)              Informational role

(a)    Monitor

(b)   Disseminator

(c)    Spokes person

(i)                 Decisional role

(a)   Entrepreneur

(b)   Disturbance handler

(c)     Resource allocator

(d)   Negotiator

3: -Robert L. Katz (Skills approach)

(i)                 Technical skills

(ii)               Human Skills

(iii)             Conceptual Skills

Henry Fayol’s (Functional approach): -

                                                                               Henri Fayol was one in all the primary theorists to outline functions of management in his 1916 book “Administration Industrielle et Generale”. Henri Fayol is known for his five functions of management, that he labeled: planning, organizing, commanding, coordinating and controlling. Henri Fayol theorized that these functions are universal, which each manager performed these functions in their daily work.

(i)                 Planning: -

Managers should set up for future conditions, develop strategic objectives and secure the accomplishment of future goals. Therefore, managers should measure future contingencies moving the organization, and form the long run operational and strategic landscape of the corporate.

(ii)               Organizing: -

Managers must systematize the workforce in an efficient manner and pattern and arrange the activities of the organization. Managers also need to train and recruit the right people for the job, and always secure a sufficiently skilled and educated workforce.

(iii)             Commanding/Leading: -

Managers must supervise subordinates in their daily work, and inspire them to achieve company goals. Likewise it is the responsibility of managers to communicate company goals and policies to subordinates. The commanding of subordinates should always be consistent with company policies, and every manager should treat subordinates in line with the standards of the company.

(vi)             Coordinating: -

Managers must harmonize the procedures and activities performed by the company, meaning that every activity of each organizational unit should balance and improve the work of another.

(vii)           Controlling: -

Managers must control that company activities are in line with general company policies and objectives. It is also the responsibility of the manager to observe and report deviations from plans and objectives, and to make initiatives to correct potential deviations.

                 Mintzberg's Management Roles

 Interpersonal Category

The roles in this category involve providing information and ideas.

1. Figurehead – As a manager, you have social, ceremonial and legal responsibilities. You're expected to be a source of inspiration. People look up to you as a person with authority, and as a figurehead.
2. Leader – This is where you provide leadership for your team, your department or perhaps your entire organization; and it's where you manage the performance and responsibilities of everyone in the group.
3. Liaison – Managers must communicate with internal and external contacts. You need to be able to network effectively on behalf of your organization.

Informational Category

The roles in this category involve processing information.

4. Monitor – In this role, you regularly seek out information related to your organization and industry, looking for relevant changes in the environment. You also monitor your team, in terms of both their productivity, and their well-being.
5. Disseminator – This is where you communicate potentially useful information to your colleagues and your team.
6. Spokesperson – Managers represent and speak for their organization. In this role you're responsible for transmitting information about your organization and its goals to the people outside it.

Decisional Category

The roles in this category involve using information.

7. Entrepreneur – As a manager, you create and control change within the organization. This means solving problems, generating new ideas, and implementing them.
8. Disturbance Handler – When an organization or team hits an unexpected roadblock, it's the manager who must take charge. You also need to help mediate disputes within it.
9. Resource Allocator – You'll also need to determine where organizational resources are best applied. This involves allocating funding, as well as assigning staff and other organizational resources.
10. Negotiator – You may be needed to take part in, and direct, important negotiations within your team, department, or organization.

 Robert R. Katz   (Skill’s Approach)

Researchers have studied leadership skills and abilities for a number of years. However, there are two influential models. The first one is a model proposed by Robert Katz in 1955.

In the model proposed by Katz in the Harvard Bussiness Review, titled "Skills of an Effective Administrator" from 1955, he recognizes three different abilities that a leader should have. These are:

• Technical Skills
• Human Skills
• Conceptual Skills

 

Technical Skill

Technical skill is knowledge about and competency and proficiency in a specific work or activity. For example, to use certain computer software packages (for example, MS Excel or Access) is an advanced technical skill.

Human Skill

Human skill is one that enables to work with people. It is different from technical skills which have to do with working with things. These abilities help us to get along with people and to communicate and work within teams.

Conceptual Skill

Conceptual skill are abilities to work with ideas and concepts. These skills enable us to understand and better decide the actions and measures that has to be taken in a particular field of work.

Based on his observations Katz stated that the level of importance of each set of skills (technical, human and conceptual) was directly correlated with the level that the person has in the organization.