Introduction to management

Management entails handling people with tact. Management is anything a manager does to keep an eye on organizational activity. Planning, organizing, directing, managing, and communicating are all parts of management, which is the process of achieving an organizational goal. Human resources are managed by management. Other resources are managed automatically when human resources are managed. In order to achieve the goal, management seeks to balance the use of people, money, machines, materials, and methods.

Characteristics / Essence of management

• Goal oriented:
  • Every organization is founded with a set of goals in mind. Management aids in the effective utilization of human and other resources to accomplish defined goals. The goal of management is to increase productivity while making the best use of human resources.
• Universal activity:
  • To manage resources and activities, we require management wherever there are people. All organizations in the world require administration. Although management is used globally, there may be regional and seasonal variations in the technique. Although the administration of Kist College and the Nepal Bank may differ, management is still used in both institutions.
• Social process:
  • To attain organizational goals, management makes use of both human and physical resources. Management makes an effort to use individuals to complete their work. By attending to the demands of the workforce, management accomplishes any task while simultaneously achieving the societal goal. As a result, management is a social process.
• Dynamic activity:
  • The workplace might not always be the same. The management system in place today could not be useful in the future. Adapting the management system to the time and circumstance is necessary. A dynamic and adaptable management style is required given the ever-changing environment. Management must adapt its approach based on the occasion and environment.
• Group activity:
  • One person does not need to be managed. To accomplish a shared objective, management calls on a team of individuals to carry out a variety of managerial tasks. To achieve a predetermined goal, management specifies the appropriate authority and duty of a managerial role. The group is involved in management.
• Different process:
  • Management entails a number of linked tasks. To accomplish the predetermined objective, management follows the correct approach. Every employee's task is laid out by management, who also establishes the workflow. Management completes its predetermined goal within the allotted period.
• Both science and art:
  • The management system is founded on a certain, universally recognized premise. Management carries out its daily activities using statistics, facts, and theories. As a methodical endeavor, management can be referred to as a science. Any managerial work requires a specific skill set and aptitude. Depending on the moment and circumstance, management carries out everyday tasks in a particular manner. Due of this, management is an art.
• A career:
  • Management involves a variety of tasks that call for individuals with specialized knowledge and abilities. To efficiently carry out their duties and accomplish organizational goals, management is necessary in every organization. Thus, management becomes a career.
• Multidisciplinary in nature:
  • Various sorts of labor require different management approaches. A specific theory that incorporates ideas from numerous other philosophies, including psychology, sociology, economics, and mathematics, forms the foundation of management principles. Additionally, management employs a unique technique based on a unique idea. The essence of management is hence multidisciplinary.

Function of management

• Planning:
  • Planning is the process of determining the purpose and future course of action to be followed to effectively and efficiently accomplish set goals. Planning is a mental activity that calls for aptitude, intelligence, and clarity. To prevent and address problems that can occur during everyday operations, planning is necessary. Future danger and uncertainty are reduced. planning entails:
    • Defining the organization's goals.
    • Creating policies and procedures.
    • Creating budgets and work schedules.
• Organizing:
  • To accomplish an organizational purpose, organizing is the process of collecting similar-natured tasks into a manageable unit. Developing a framework and structure as well as allocating the necessary resources are all part of organizing. Organization is the cornerstone of businesses since it clarifies all the mechanisms needed to achieve corporate goals. Planning entails:
    • Specifying important activities.
    • Placing them in manageable groups.
    • Transferring a position to another department.
    • Giving someone else the power to carry out a specific task.
• Directing:
  • By "directing," we mean the process of motivating the employee to perform successfully and efficiently toward the organizational goal by providing instructions and directions. The improvement of the workplace is facilitated by directions. The organization becomes homogeneous and fluid under directing. Directing entails:
    • Supervision
    • Motivation
    • Leadership
    • Communication
    • Coordination
• Staffing:
  • The process of hiring, selecting, appointing, and placing the ideal employee in the ideal position is known as staffing. Staffing facilitates the mobilization of resources to accomplish the shared objective. Staffing is a continual process that decides how many people are needed at each level to carry out various types of work. Staffing consists of:
    • Estimating the number of people needed.
    • Selecting and appointing the appropriate candidate.
    • Workshops, seminars, and training to develop personnel capabilities.
    • Evaluation of performance, employee advancement, and transfer.
• Controlling:
  • Controlling is the process of comparing actual performance to that which was anticipated and, if necessary, taking corrective action. Control ensures that every action is consistent. In order to accomplish organizational goals according to the plan, a good control system is necessary. Controlling consists of:
    • Setting guidelines.
    • Actual performance measurement.
    • Determine any differences between the performance that was expected and what occurred.
    • Investigate the root of the deviation.
    • Take corrective action to reach predetermined objectives.

Managerial hierarchy / level of management

A managerial hierarchy is the separation of an organization into various departments based on the nature of the functions and the appointment of managers at various levels to maintain a unity of command. These days, managerial hierarchy is used:

• Top level management:
  • In any organization, this is the highest level of management. The achievement of the organization's overarching goal is the responsibility of top level management. The long-term plan, policy, vision, mission, and strategy are created by this level of management. Directors on boards of directors, CEOs, chairs, general managers, etc. are examples of top-level management. Top-level managerial duties include:
    • To describe the organization's broad goals.
    • Creating a strategy and policy.
    • To command, organize, and guide all subordinate.
    • To serve as the organization's public face.
• Middle-level management:
  • The link between top level and medium level management is the middle level. The communication between upper- and lower-level management is facilitated by this level. Through middle-level management, lower-level management communicates with top level management and vice versa. The foundation of an organization is at this level. Functional heads from several departments, such as human resources, finance, production, and marketing, make up this level. Middle level management duties include:
    • Acting as a go-between for upper-level and lower-level management.
    • To put into effect a top-level management-prepared plan and policy.
    • To distribute work among assistants and preserve coordination.
    • To grant lower-level management authority and responsibility.
• Lower level management:
  • This is the first instance of line managers being directly involved in plan and policy implementation. This level of management is in charge of getting the work done on time to meet the goal that was set. Supervisors, foremen, senior officers, and operational heads are included in this level. The better working atmosphere is kept up by this level of management. Lower level management's duties include:
    • To create daily plans and carry out middle-level management's plans.
    • To delegate tasks and duties to an employee.
    • To give subordinates the required direction and instruction.
    • To run and improve the working environment.

Reference

Dr.S Poudyal, Santosh Raj. Principles of management. Bhotahity,Kathmandu.: Asmita book Publishers & Distribution (P)Ltd., 2011