Nature of management

Answer 1

Computer Skills Technology changes so rapidly it is often difficult to keep up with the changes. It is necessary for managers to have computer skills in order to keep up with these rapid changes. Many of the processes that occur in offices, manufacturing plants, warehouses, and other work environments depend on computers and thus http://www.answers.com/topic/necessitate managers and workers who can skillfully use the technology. Although computers can cause headaches, at the same time they have simplified many of the tasks that are performed in the http://www.answers.com/topic/workplace. Time-Management Skills Because the typical manager is a very busy person, it is important that time be managed effectively. This requires an understanding of how to allocate time to different projects and activities. A manager's time is often interrupted by telephone calls, problems with workers, meetings, others who just want to visit, and other seemingly http://www.answers.com/topic/uncontrollable factors. It is up to the manager to learn how to manage time so that work can be completed most efficiently. Good time-management skills can be learned, but managers must be willing to http://www.answers.com/topic/prioritize activities, delegate, deal with interruptions, organize work, and perform other acts that will make them better managers. Technical Skills Different from computer skills, technical skills are more closely related to the tasks that are performed by workers. A manager must know what the workers who are being supervised are doing on their jobs or assistance cannot be provided to them. For example, a manager who is supervising Accountants needs to know the accounting processes; a manager who is supervising a http://www.answers.com/topic/machinist must know how to operate the equipment; and a manager who supervises the construction of a home must know the sequence of operations and how to perform them. Management ThoughtThere are many views of management, or schools of management thought, that have evolved over the years. What follows is a brief discussion of some of the theories of management that have greatly affected how managers manage today. Classical Thought The classical school of management thought emerged throughout the late 1800s and early 1900s as a result of the Industrial Revolution. Since the beginning of time, managers have needed to know how to perform the functions discussed earlier. The Industrial Revolution emphasized the importance of better management as organizations grew larger and more complex. As industry developed, managers had to develop systems for controlling inventory, production, scheduling, and human resources. It was the managers who emerged during the Industrial Revolution, many who had backgrounds in engineering, who discovered that they needed organized methods in order to find solutions to problems in the workplace. Classical management theorists thought there was one way to solve management problems in the industrial organization. Generally, their theories assumed that people could make logical and rational decisions while trying to maximize personal gains from their work situations. The classical school of management is based on scientific management which has its roots in Henri Fayol's work in France and the ideas of German sociologist Max Weber. Scientific management is a type of management that bases standards upon facts. The facts are gathered by observation, experimentation, or sound reasoning. In the United States, scientific management was further developed by individuals such as Charles Babbage (1792-1871), Frederick W. Taylor (1856-1915), and Frank (1868-1924) and Lillian (1878-1972) Gilbreth. Behavioral Management Thought It was because the classical management theorists were so machine-oriented that the behavioralists began to develop their thinking. The behavioral managers began to view management from a social and psychological perspective. These managers were concerned about the well-being of the workers and wanted them to be treated as people, not a part of the machines. Some of the early behavioral theorists were Robert Owen (1771-1858), a British industrialist who was one of the first to promote management of human resources in an organization; Hugo Munsterberg(1863-1916), the father of industrial psychology; Walter Dill Scott (1869-1955), who believed that managers need to improve workers' attitudes and motivation in order to increase productivity; and Mary Parker Follett (1868-1933), who believed that a manager's influence should come naturally from his or her knowledge, skill, and leadership of others. In the behavioral management period, there was a human relations movement. Advocates of the human relations movement believed that if managers focused on employees rather than on http://www.answers.com/topic/mechanistic production, then workers would become more satisfied and thus more productive laborers. Human relations management supported the notion that managers should be paternalistic and nurturing in order to build work groups that could be productive and satisfied. The behavioral science movement was also an important part of the behavioral management school. Advocates of this movement stressed the need for scientific studies of the human element of organizations. This model for management emphasized the need for employees to grow and develop in order to maintain a high level of self-respect and remain productive workers. The earliest advocates of the behavioral science movement were Abraham Maslow (1908-1970), who developed Maslow's hierarchy of needs, and Douglas McGregor (1906-1964), who developed Theory X and Theory Y. These theories are discussed in depth in other articles. Contemporary Management Thought In more recent years, new management thoughts have emerged and influenced organizations. One of these is the sociotechnical system. A system is a set of http://www.answers.com/topic/complementary elements that function as a unit for a specific purpose. Systems theorists believe that all parts of the organization must be related and that managers from each part must work together for the benefit of the organization. Because of this relationship, what happens in one part of the organization influences and affects other parts of the organization.

Answer 2

Nature of Management:

Universal Process: Wherever there exists human pursuit, there exists management. Without effective management, the intentions of the organisation cannot be accomplished.

The factor of Production: Equipped and experienced managers are necessary for the utilisation of funds and labour.

Goal-Oriented: The most significant aim of all management pursuit is to achieve the purposes of a firm. The aims must be practical and reachable.

Supreme in Thought and Action: Managers set achievable goals and then direct execution on all aspects to achieve them. For this, they need complete assistance from middle and lower degrees of management.

The system of authority: Well-defined principles of regulation, the regulation of proper power and efficiency at all degrees of decision-making. This is important so that each self must perform what is required from him or her and to whom he must report.

Profession: Managers require to control managerial expertise and education, and have to adhere to a verified law of demeanour and stay informed of their human and social responsibilities.

Process: The management method incorporates a range of activities or services directed towards an object.

Answer 3

The nature of management can be understood as the process of planning, organizing, leading, and controlling resources to achieve organizational goals. It involves making decisions, setting objectives, allocating resources, and coordinating activities to ensure that the organization's objectives are met.

The following are some important points that describe the nature of management:

Planning: It involves setting goals, objectives, and strategies to achieve them. It involves deciding what needs to be done, how it will be done, and by whom.

Organizing: It involves arranging resources and people to achieve the organization's objectives. It includes creating a structure, defining roles, and establishing communication channels.

Leading: It involves guiding and motivating people to achieve the organization's objectives. It includes setting expectations, providing feedback, and creating a positive work environment.

Controlling: It involves monitoring and measuring performance to ensure that the organization's objectives are being met. It includes setting standards, measuring performance, and taking corrective action when necessary.

The nature of management is constantly changing, and technology advancement is one of the key drivers of this change. Some of the ways in which technology is changing the nature of management are:

Data-driven decision-making: With the rise of big data and analytics tools, managers can access real-time data and insights to make informed decisions. This has led to a greater emphasis on evidence-based decision-making and a reduction in reliance on gut instincts and intuition.

Automation and Artificial Intelligence: AI-powered tools can automate repetitive tasks, improve accuracy, and provide insights that would be difficult or impossible for humans to uncover. This has the potential to significantly improve efficiency and productivity, allowing managers to focus on more strategic tasks.

Remote work: Technology has facilitated new ways of working, such as remote work, which has become more prevalent due to the COVID-19 pandemic. This has required managers to adopt new approaches to communication, collaboration, and performance management.

Agile management: Technology has enabled organizations to be more agile and responsive to changing market conditions. Agile management involves a flexible, iterative approach to planning and execution, which is well-suited to dynamic and uncertain environments.

In conclusion, the nature of management is constantly evolving, and technology is one of the key drivers of this change. Managers must be prepared to adapt to new technologies and ways of working to remain competitive and achieve their organizational goals.

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Answer 4

The coordination and organization of resources to achieve particular organizational goals and objectives is fundamental to management. Planning, organizing, leading, and controlling various activities to guarantee effective and efficient operations are all included. To deal with changing business environments, management is a dynamic and evolving process that requires adaptability and flexibility. It entails making decisions, allocating resources, and steering individuals and teams in the right direction to achieve the goals they have set for themselves. Additionally, the focus of management is on fostering positive relationships within the organization, maximizing productivity, and maximizing performance.