What is management?
Many scholars have defined management differently and based on different aspects to value it. Each of these scholars came up with different theories based on their perceptions and experiences in relation to management in businesses. Fredrick Taylor raised aspects of thinking and time studies that aimed at managing employees and their time response in relation to management of businesses (Mintzberg, Lampel & Ahlstrand, 2010). All these scholars share on strategic thinking as part of their management thoughts. Management is an art that involves thinking, seeing, feeling besides the responsibilities involved in planning and analysis aspects. From the above, management is more than the aspect of leadership in an organization. Strategic thinking, proper personnel affairs management, the proper budgeting of the company resources and other control of each operation at the company is all part of management. Management is more than all these and managing the company requires one to have skills in handling all these. Management guides the team of employees towards the goals of the organization.
“If you always do what you always did, you will always get what you always got”. The statement reflects on the management principles that each company employs and seeks to clarify the efforts of the company in dealing with competition. Doing what one has always done and expecting different results is like driving the same old slow broken car and expecting to reach your destination on time. When a company sets different objectives, they need to develop means to achieve these objectives. The means lead the company to achieve predetermined results. The need to have different results will need to have the application of the different mechanisms in dealing with organizational aspects. Management requires that the means of achieving the goals are set out clearly and the leadership follows the set procedures to ensure that the goals of the organization are achieved.
“The manager is neither conductor nor puppet: control in this job tends to be covert more than overt”. Many of the roles of the management require that the managers exercise control over all the activities in the organization. The manager is neither a conductor nor a puppet to the organization and therefore requires the freedom to conduct the affairs of the organization with freedom and based on their skills and abilities. Management is a team responsibility that requires that each employee plays their role and ensure that they produce results that when perched together make a complete and successful organization. The control aspects of the mangers are covert in the sense that the manager gives room for the employees to exercise their roles freely but only come in to check on the progress of the activities. Providing guidance where necessary is the role that the managers play. Placing control in the overt environment would lead to conflicts within the organization and the managers easily become targeted by employees. Through these, managers face control constraints and these have helped in making decisions in the organizations.
“What managers say and what managers do”. Management involves a lot more than the contents of what the managers say (Joerg, n.d). The management provides the necessary guidance for the employees and appraises them making sure each employee is performing as expected. Mangers say a lot and do less or some do a lot and say less. These vary from one manager to another each having their own style of doing things. The mangers that consider saying as a means of keeping their employees motivated provide the necessary support to have the employees engaged (Ryan, 2014). Providing an exemplary means by doing the acts as a way of motivating the employees to perform makes them more motivated and supported compared to managers that only give directives. Giving directives in an organization makes employees feel directed and hired for control rather than for providing their skills and experiences to the organization. Providing direction to employees through actions and motivation speaking makes them more motivated and provides confidence in the work force. Management seeks to put order on chaos (Business: the ultimate resource, 2002). Controlling the behavior of people in the organization makes them realize the value of the management and enforce control that would protect the performance of the organization and ensuring that chaos is limited.
“Hunting the woolly mammoth” is another aspect of consideration in management of an organization. The managers act to some extent as the hunters that seek finding any difficulties in the organization and dealing with it. Acts of disciplining the employees that prove rogue and ensuring that all set rules and regulations are followed is an act that provides the mangers with a controlled environment. When many people come together to work or perform their responsibilities, they need one that takes the leadership role. When a number of people are put together without a leader, a leader emerges naturally and takes care of the whole group. The leader plays the roles of managing others and ensuring that each member of the team is performing as required. The mammoth in the current business field is the profit that each member would love to have a share of. The profits portray the big mammoth that the employees and shareholders chase after.
“Nothing matters more than those statistics”. Statistics provide a yardstick for management. Statistics provide a base for information that guides managers in making decisions in the business world. Statistics provides managers with what to base on when making forecasts and hence controlling management and the results. Through forecasts, the company has a base for decision-making and the managers have manual for managing the activities of the organization. The manual has the goals, objectives, mission and vision of the organization in place. These are relied upon in making decisions that follow. The management responsibilities are simplified through this and they have goals easily achieved. Many organization leaders base on the already existing information that the company holds in making the necessary decisions for the business. The decisions may affect the direction of the company either positively or negatively. Despite the information available and the fears present, the management makes decisions even with the least of information and that way they keep the organization in progress.
In conclusion, managers are people that make decisions for the company, their decision-making efforts aim at ensuring the organization is protected, and all its employees are covered. The company also requires it business protected from failing in competition and ensuring customers are well taken care of at all times.
Business: The ultimate resource. (2002). Cambridge, Mass.: Perseus Pub..
Joerg, P. (n.d.). Shareholder Value Maximization: What Managers Say and What They Do. ResearchGate. Retrieved October 22, 2014, from http://www.researchgate.net/publication/228254232_Shareholder_Value_Maximization_What_Managers_Say_and_What_They_Do
Mintzberg, H., Lampel, J. B., & Ahlstrand, B. (2010). Management? It’s not what you think!. UK: Pearson UK.
Ryan, L. (2014, March 19). 10 Things Only Lousy Managers Say. Forbes. Retrieved October 22, 2014, from http://www.forbes.com/sites/lizryan/2014/03/19/ten-things-only-lousy-managers-say/