PLAN INTRODUCTION 1. DEFINITION OF MANAGEMENT 2. HISTORY OF MANAGEMENT 3. BASIC FONCTIONS OF MANAGEMENT 4. SKILLS OF THE MANAGER

Transcription

1 PLAN INTRODUCTION 1. DEFINITION OF MANAGEMENT 2. HISTORY OF MANAGEMENT 3. BASIC FONCTIONS OF MANAGEMENT 4. SKILLS OF THE MANAGER 5. JUNIOR MANAGERS AND SENIOR MANAGERS CONCLUSION

2 INTRODUCTION Management in business and human organization activity is simply the act of getting people together to accomplish desired goals. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources. Management is also considered as the art of getting things done through people, one can also think of management functionally, as the action of measuring a quantity on a regular basis and of adjusting some initial plan; or as the actions taken to reach one's intended goal.

3 1. DEFINITION OF MANAGEMENT HENRY FAYOL wrote in 1916 a classic definition of the management. He said that to manage is to forecast and plan, to organise, to command, to coordinate and to control. This definition is still accepted by many people today though some writers on management have modified FAYOL s description. Instead of talking about command they say a manager must motivate or direct and lead other workers. 2. HISTORY OF MANAGEMENT The management is a relatively new discipline, it has begun in the end of the nineteenth century, Frederick Taylor proposes the concept of scientific organization of work. It is based on the decay Labour elementary timed gestures and rationally organized to form a production chain. Meanwhile, Henri Fayol offers a similar approach with the same concern for accuracy and rationality, administration and the bureaucracy. This is known as modern administration, which was then and remains today the basis of any management manual. In the early twentieth century as Max Weber involved in the definition of management. His ideas of management science appeared in France in the late 1970s, early 1980s. They include notably the management of human resources, corporate strategy, finance and marketing. They combine both approaches deductive (from theoretical assumptions that are tested, it produces management tools and change the theory) and inductive (from an observation of reality management, trying to understand dysfunctions of an organization for example). It produces what some call technoscientific knowledge. Then the management continued with Peter Drucker, Elton Mayo and Rensis Likert

4 3. BASIC FONCTIONS OF MANAGEMENT There are six separate branches in the business management, namely: Human resource management Operations management or production management Strategic management Marketing management Financial management Information technology management responsible for management information systems For these branches there are five functions in management: Planning: Deciding what needs to happen in the future (today, next week, next month, next year, over the next 5 years, etc.) and generating plans for action. Organizing: (Implementation) making optimum use of the resources required to enable the successful carrying out of plans. Staffing: Job analyzing, recruitment, and hiring individuals for appropriate jobs. Leading/Motivating: Exhibiting leadership and motivational skills in order to encourage others to play an effective part in achieving plans and ensure willing participation in the organization on the parts of workers. Controlling: Monitoring, checking progress against plans, which may need modification based on feedback

5 4. SKILLS OF THE MANAGER The manager must present many qualities to make the organisation more effective. Some of these qualities are: Having a good knowledge about company Able to motivate people Able to give clear decisions Mastering many languages Can analyse the situation of the company in the environment Cooperative Clever Know about other cultures Have a good communication with others Have a good character Able to control the company 5. JUNIOR MANAGERS AND SENIOR MANAGERS

6 MANAGER MISSION TYPE OF DECISIONS JUNIOR MANAGER Operational management Dealing with management issues at an operational level, which is a day-today issue. Day-to-day management of operations staff Allocating work to subordinates Arrangement of staff rotas, dealing with staff absences. Motivating staff. Handling a departmental budget. SENIOR MANAGER Strategic and tactical management Dealing with strategic matters and making major decisions Strategic planning. This involves the setting of overall objectives and polices. Market share. Cash Flow. Profits Growth in Profits. CONCLUSION

7 In the beginning of the 21 st century there is a lot of change in the management s ideas. Note that many of the assumptions made by management have come under attack from business ethics viewpoints, critical management studies, and anti-corporate activism. As one consequence, workplace democracy has become both more common, and more advocated, in some places distributing all management functions among the workers, each of whom takes on a portion of the work. However, these models predate any current political issue, and may occur more naturally than does a command hierarchy. All management to some degree embraces democratic principles in that in the long term workers must give majority support to management; otherwise they leave to find other work, or go on strike.