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Administration is an individual or an assembly of individuals that accept responsibilities to run an organisation. They design, Organize, Direct and Control all the absolutely vital activities of the organization. Administration does not do the work themselves. They inspire others to do the work and co-ordinate (i.e. convey together) all the work for accomplishing the objectives of the association. Management brings simultaneously all Six Ms i.e. Men and Women, Money, appliances, components, Methods and Markets. They use these resources for achieving the objectives of the association such as high sales, greatest profits, enterprise expansion, etc. (Vedanga Infomedia) ( Authenticity Consulting, LLC Â®)
Features of management
Management is a goal-oriented process: An association has a set of basic goals which are the basic reason for its reality. These should be simple and apparently asserted. Different organizations have different goals.
Management is all pervasive: The undertakings engaged in organising an enterprise are widespread to all associations if economic, social or political.
Management is a continuous process: The process of management is a sequence of continuous, composite, but distinct functions (planning, coordinating, administering, staffing and controlling). These purposes are simultaneously performed by all managers all the time.
Management is a group activity: An association is an assemblage of varied persons with different desires. Every constituent of the assembly has a distinct purpose for connecting the association but as members of the association they work towards fulfilling the widespread organizational aim. This requires group work and coordination of individual effort in a common main heading.
Management is a dynamic function: Management is a dynamic function and has to acclimatize itself to the altering natural environment. An organization interacts with its external natural environment which comprises of diverse social, financial and political factors. In alignment to be thriving, an association must change itself and its goals according to the desires of the environment.
Management is an intangible force: Management is an intangible force that will not be glimpsed but its occurrence can be sensed in the way the organization purposes. The effect of administration is noticeable in an organization where goals are met according to plans, workers are happy and persuaded, and there is orderliness instead of chaos.
HISTORY OF MANAGEMENT
The verb manage arrives from an Italian word renowned as "Maneggiare" which means to handle particularly the tools, which in turn draws from the Latin phrase known as "Manus" which means hand. The French phrase "Mesnagement" influenced the development of an English period known as "Management" in the 17th and the 18th centuries.
Referenced from: - (www.en.wikipedia.org)
HISTORICAL THEORIES OF MANAGEMENT
SCIENTIFIC MANAGEMENT THEORY (1890 - 1940)
At these years, the most associations that were prominent were industrialized and large. They often encompassed on-going, usual jobs with which products with diversity were made. "Frederick Taylor" developed the "Scientific administration idea" which accepted the careful estimation and specification of all the tasks of the organization. This included the standardization of goods, pays and penalties for the employees. The approach was to work in mechanistic and in a routine for the organizations.
BUREAUCRATIC MANAGEMENT THEORY (1930 - 1950)
The scientific management theory with bureaucratic administration idea was established by "Max Weber". The focus in this idea was to convey hierarchy and setting up powerful lines of authority and control in the organizations. The standard functioning methods for all routineÂ jobsÂ in comprehensive and comprehensive manner were proposed in this idea.
HUMAN RELATIONS MOVEMENT (1930 - Today)
Eventually, government and amalgamation guidelines answered to the rather dehumanizing effects of these ideas and more attention was given to the unique ideas and capabilities of the persons in the associations. It was believed in this idea that the organization prospered if the employees prospered as well. This conveyed to the Human asset department in the associations and performed a significant role in comprehending the desires of the employees and organization so that the both could be better aligned. Referenced from: - (www.managementhelp.org)
In assisting up to date administration ideas several writers have conceived a backdrop of work
SUN TZU'S THE ART OF WAR
Sun Tzu was a Chinese general who wrote in 6th century BC "The Art of War" which is a infantry scheme book that is for managerial reasons which suggests being cognizant of and acting on strengths and flaws of both the manager's association and the foe's. CHANAKYA'S ARTHASHASTRA
Chanakya in 300 BC wrote the "Arthashastra" in various strategies, techniques and management theories were written which gave an account on the management of empires, economy and family. The later works of Machiavelli is often compared to this work.
NICCOLO MACHIAVELLI'S THE PRINCE
With a conviction that people were inspired by self-interest, in 1513 "The Prince" was in writing by Niccolo Machiavelli as advice for the town of Florence, Italy. In this it was recommended that managers use worry but not abhorrence to maintain command.
ADAM SMITH'S THE WEALTH OF NATION'S
A Scottish moral philosopher Adam Smith composed in 1776 "The riches of Nation's" which aspires for efficient association of work through specialization of labour. He recounted the increase in the productivity in the construct of pins with the help of alterations in the methods. While the persons were only able to produce 200 pins per day, he analysed the steps involved in the construct with 10 experts, endowed the production of 48,000 pins per day.
Referenced from: - (www.en.wikipedia.org)
SCHOOLS OF THOUGHT
Many schools of thought have been observed in the last century, some of the thoughts are:
Henry Fayol stated these factors as essential and effective processes in management:
A wide span of control.
The division of labour.
An authoritarian style of management.
A tall organizational structure.
Frederick Taylor in 20th century developed this management theory. He concentrated on the division of labour to produce more yield and the fee was done to them as per the product produced known as the piece-rate. This idea assisted in 'time and shift' investigations in which the time taken is noted by the labours to produce merchandise and helps in notes level of output on every day basis. If the worker works more than his proficiency in a day then he is supplied a monetary bonus. In this administration idea it was believed that effectiveness and control and respect would supply a good workforce and managers to the organization but it needed in morale standards and motivational steps.
Human Relations Management
It focuses after the output and finance of a company to manage its workforce more competently. It focuses of interaction with the workforce of the managers to give better outcomes through a clear comprehending of work with the recognition steps for the work finished by them. In the years between 1927 and 1932 Elton Mayo a Human relatives supervisor in Chicago, USA discerned an assembly of about six females working and conceived a link of their production and conditions and tried to convey in some alterations in their employed conditions and discerned that each time he did so he got a advantages in the productions, with his work he observed that the teamwork and a powerful grade of social interaction amidst the workers the production advanced and called this observation as "Hawthorne effect".
Neo-Human Relations Management
There were many writers who provided us distinct ideas of management through motivational, psychological, and ecological, diverse acknowledgement effects etc. some of the writers were: Abraham Maslow, Frederick Herzberg and Douglas McGregor.
First the basics obligations are presumed to be fulfilled which are associated to psychological components that the higher level desires are taken care of. It is very significant in an association to fulfil the rudimentary needs to advance towards the higher desires. Comprehending the psychological desires of the employees in an organization is very essential it could be a supplying of an office space, transportations amenities, pays and job recognition, employed in a group and identifying and appreciating and proposing on the work done by workers, insurance benefits or perhaps wellbeing retirement benefits.
Diverse investigations have been finished on the motivation of the workers by the people like Frederick Herzberg. Some of his ideas are 'Two-factor idea' in which he has differentiated the basics and the motivational devices in which the motivational factors enhance the presentation of the workers and the basics do not have any motivation for the workers but its nonattendance could conceive troubles amidst employees.
Douglas McGregor developed a theory in which two managers 'X' and 'Y'. The X supervisor is an authoritarian, presuming that the employees need a unchanging supervision because they avoid doing their occupations assigned if they could and would not seek for any blame or take start to complete a task; rather than they prefer only orders from the higher grade and only search for job-security on the other hand Y manager would give power of decision making at a certain grade to its employees, would propose and praise for their work, work let them take initiatives, would let them work on the cornerstone of their fantasy, gut feelings and creativity.
It was evolved in 1960's which strongly emphasised on different approach of administration for distinct kinds of enterprise environments and does not have a single approach in its idea. Sometimes distinct positions originate in distinct types of enterprises where some may need authoritarian and some other ones may need participating hands in their work environment. Referenced from: - (www.S-cool.co.uk)
CRITIQUE ON MANAGEMENT THEORIES
The different historic theory of management gives us a clear outlook that the today's management theories are drawn from the historic theories from distinct persons with distinct management ideas and techniques which we are applying them today in associations however with some alterations. Whereas the different schools of considered encompass various administration theories like: - Classical, technical, Human-relations, Neo-human relations and Contingency which aim on the various factors for the enhancement in the organizational goals and attaining earnings through partition of labour, a broad span of command, a big organizational structure, authoritarian style of administration, time management, employed natural environment, communal interaction, motivational, psychological and ecological factors.
Comparison of different functions of Management
The table below compare the different functions of management on the basis of different parameter.
Planning is the work that managers (and workers) do to visualize the future in a concrete way and to determine courses of action that will achieve the organization's goals over a definite period.
Organizing is the work managers do to bring order to the relations between people and work as well as among the various people at work.
Leadership is seen as a kind of influence, a way of bringing people to work willingly toward the company's goals, or technically, to "show the way" to employees.
Control is the work that managers and supervisors do to measure performance against standards, detect and analyze variances from target performance, and initiate corrective action.
Planning provides a clear sense of direction to the activities of the organization and to the job behaviour of managers and others. Another source of importance of planning is that it permits managers to examine and analyze alternative course of action with a better understanding of their likely consequences.
Â An efficient and sound organisation make easy for the management to relate the flow of resource continually to the overall objectives. Â A sound organisation helps in the growth and diversification of activities. The growth is facilitated by clear division of work, proper delegation of authority etc.Â
Seeing where an organization needs to go and expressing that vision in a way that people can understand is vital. Involves lining up coalitions in the informal organization who will support the program of change. Also helps in Motivating and inspiring
Controlling is very important part in any business as it checks the deviations. And
it also finds out the reasons behind such deviations and take corrective measures too.
Planning is the big process so it is very time consuming and you can say money consuming. Planning involves the determination of a course of action in advance. It may lead to internal inflexibility and procedural rigidity.
It ignores the informal aspects of organisation.
It may go against team spirit.
It sometimes create rigid working atmosphere for employees. Does not show extents of authority or responsibility.
Leaders can cast vision and connect the dots but they cannot give passion. Leaders can create a good environment but they cannot give great attitude.
Excess controlling in any organisation will lead to hesitation in the employees if every work they do is scanned even if it has to be done their way.
in a restaurant that ran out of eggs at breakfast or bread during
a rush on the sandwich station, the results of
poor operational planning. its costs: dissatisfied guests, upset employees,
and the loss of some of those inconvenienced customers and perhaps some of the
People they talk to. In general, the operation's reputation suffers.
ARAMARK groups much of its food service by customer. The Business Services division serves B&I dining, vending, and coffee services accounts. The Campus Services division services
College and university food service, while the School Support Services provides services to schools. Other divisions are devoted to health care, stadiums, arenas,
Convention centres, conference centres, parks and resorts, and correctional facilities.
Some prefer or need clear company (or work group) norms and frequent encouragement to achieve them. Indeed, for many employees, encouragement, praise, and personal recognition outweigh independence as motivation.
Many food service operators have found that the recipe itself can be one key to controlling food quality and reducing waste. At some food service operations, the food production director and other members of the management taste samples of all the food that has been prepared to be sure that it have been prepared correctly. Because
these managers are trained to taste (and have tasted the same recipe many times before)
Functions of management and Success of an Organisation:
It is about setting goals, evolving schemes and explaining tasks and agenda to complete is called planning. Designing is the first function that is presented as it is very essential to plan things before you actually execute them. According to Napoleon Hill-
"Create a definite plan for carrying out your desire and begin at once, whether you are ready or not ready, to put this plan into action".
Without correct planning is just like running in an unknown main heading without correct vision and objective. Therefore designing the achieving goals is essential for organizational success.
Organizing is all about "who is going to do what at what time". To identify a little more all the undertakings which are designed are grouped with assets. It plans and allocates work, administration, and assets amidst the members which are essential in accomplishing organization goals.
Management is efficiency in climbing the ladder of success; Leadership determines whether the ladder is leaning against the right wall.
-STEPHEN R. CONVEY
The above extract really depicts the significance of authority as it helps in attaining the objectives by influencing in such a way that it donates a yearned direction. As hospitality commerce is human founded commerce thus leading can be considered as the most important undertaking. So genuine authority ability is to make people do certain thing they had not finished before as said by Henry Kissinger-
The task of the leader is to get his people from where they are to where they have not been.
Controlling is nothing but establishing benchmarks and measures. It furthermore encompasses comparing genuine performance against the established measures and lastly taking the needed action to maintain them. It can be said that commanding is the at most important step because until except all the designed and organized things double-check that they are going in the desired direction only then the set objectives can be accomplished.
The functions of management are being utilised in diverse types of organisations from generations. They are an integral part of an administration. To start with the first function, i.e. designing - making the blueprint of the major aim of the organisation. Pursued by coordinating, concluding that which work would be presented by whom and when. Till these two phases the entire administration has a concept about the diverse aims/goals. But no organisation can work without its backbone i.e. leader. A leader's duty is to take the employees to a higher stage then their present place. They need to inspire them and guide them at the same time given them the space to work that they want. It the workers in an administration are not persuaded then the workers won't be adept to satisfy the guests also. Therefore for the achievement of the administration the leader has to lead the workers in the right direction.
To conclude the report is a detailed study about the various functions of management and how the functions of management help in the success of the organisation. The comparative study done on the functions of management gives a detailed explanation about how these functions differ from each other. The second part of the report throws light on the factors that affect the individual's behaviour in the organisation and how individuals work in group also leading to group dynamics. In organisation both the functions of management and the behaviour of an individual and a group affect the overall environment of the organisation