Sabtu, 10 Desember 2011

Management Definition


Management is organization and coordination of the activities of an enterprise in accordance with certain policies and in achievement of clearly defined objectives. Management is often included as a factor of production along with machinesmaterials, and money
.
The attainment of organizational goals in an effective and efficient manner through:
•         Planning
Planning in organizations and public policy is both the organizational process of creating and maintaining a plan; and the psychological process of thinking about the activities required to create a desired goal on some scale.
•         Organizing
Organizing (also spelled organising) is the act of rearranging elements following one or more rules.Anything is commonly considered organized when it looks like everything has a correct order or placement. But it's only ultimately organized if any element has no difference on time taken to find it. In that sense, organizing can also be defined as to place different objects in logical arrangement for better searching.
•         Leading
•         Controlling organizational resources
Control is one of the managerial functions like planning, organizing, staffing and directing. It is an important function because it helps to check the errors and to take the corrective action so that deviation from standards are minimized and stated goals of the organization are achieved in desired manner.
Revolution in Management the New Leader
•         Ask to do more with less
•         To engage whole employees
•         To see change rather than stability as the nature of things
•         Create vision and cultural values promoting a collaborative workplace

Two Key Ideas in Defining Management
1. The four functions
      • Planning
      • Organizing
      • Leading
      • Controlling
2. Attainment of organizational goals in an effective & efficient manner
Terms for Understanding Organizational Performance
•         Organization : social entity that is goal directed and deliberately structured.
An organization is a social arrangement which pursues collective goals, controls its own performance, and has a boundary separating it from its environment. The word itself is derived from the Greek word organon, itself derived from the better-known word ergon. In the social sciences, organizations are studied by researchers from several disciplines, the most common of which are sociologyeconomicspolitical sciencepsychologymanagement, and organizational communication. The broad area is commonly referred to as organizational studiesorganizational behavior or organization analysis. Therefore, a number of different theories and perspectives exist, some of which are compatible.
•         Goal directed : designed to achieve some outcome
Goal-orientation or goal-driven/goal-directed/purposive is a property of systems that are able to think/reason/infer using symbols. A system, person, or organization that tends to achieve a goal and demonstrate it in subsequent actions. To be goal-oriented is a concept that is included in the ontologies of systemicscognitive science and engineering.
•         Deliberately structures : tasks are divided and responsibility for their performance is assigned
•         Effectivenes : degree to which goals are achieved
Effectiveness means the capability of producing an effect. In mathematics, effective is sometimes used as a synonym of algorithmically computable. In physics, an effective theory is, similar to a phenomenological theory, a framework intended to explain certain (observed) effects without the claim that the theory correctly models the underlying (unobserved) processes. An example is an effective field theory that "pretends" that certain effects are caused by a field even if it is known that this is not actually the case. In a way, any theory of Physics is fundamentally an effective theory, since there is no meaningful distinction of observables and reality within the scope of Physics (see also FAPPcogito ergo sum Phenomenalism,  Pragmatism). In management, effectiveness relates to getting the right things done. Peter Drucker reminds us that effectiveness is an important discipline which “can be learned and must be earned.
•         Efficiency : use of minimal resources to produce the desired volume of output
·         Economic efficiency, a general term, capturing the amount of waste or other undesirable features
·         Financial market efficiency, how efficient is the trading going on the financial markets
o    Pareto efficiency, making one individual better off, without making any other individual worse off
o    Kaldor-Hicks efficiency, like a less stringent Pareto efficiency
o    Allocative efficiency, an optimal distribution of goods
o    Efficiency wages, paying workers more than the market rate for increased productivity
·         Business efficiency, expenses as a percentage of revenue, etc.
·         Efficiency Movement, of the Progressive Era (1890–1932), advocated efficiency in the economy, society and government
Vertical Differences
Can be to 3 levels of hierarchy:
a)      Top Manager
·         At the top hierarchy and responsibility about all of organization sectors.
·         Top manager responsibility for determining the goal of organization, determining for achieve that a goal, controlling and interpreting external environment, and decision making.
·         Example : chief executive officer-CEO, and vice president

b)      Middle manager
·         Work at middle organization levels and responsibility about prime department.
·         Middle manager responsibility for implementation of strategic totality and definite of policy by top manager.
·         Example: manager of department, manager of division, manager of TQM manager, and laboratory research director.
c)      First line manager
·         Work at the first or second managerial levels, and straight responsibility about goods and services produce.
·         Responsibility for group of non managerial employee.
·         Example: staff, line manager, section manager, and office manager.
Horizontal Differences
a)       Functional manager
·         Responsibility for department who work in single functional and having employee by briefing for similar competence.
·         Department functional belong to Advertising, sales, finance, human resources, manufacturing, accounting.
·         Example: Line manager and staff manager.
b)      General manager
·         Responsibility for some department to operate the different function.
·         Example : project manager
Managerial Activity
•         Provides for variety
•         Is fragmented
•         Represented by brevity
•         Performs a great deal of work quickly
Managerial Roles
There are 10 managerial roles, and from this are dicided into 3 main conceptual Categories. The 3 main conceptual categories are:

1.      Interpersonal Roles
a.       Figure Head    : the manager must have this figure. It isn’t only for the
founding of the image of the manager, but also the figure head is for giving the example to their subordinate. The analogy said that the organizational is good if the manager can make themselves to be the good figure head for their subordinate.
b.      Leader             : This is nearer with Leadership, the quality of being able to lead others. This roles takes a part for giving the motivation to the subordinate. It’s not only for that reason, but also for making an enjoyable feeling for the subordinate to work at their office. Let all of you imagine if your manager can’t give you some motivation when you feel tired with your work in your office?
c.       Liaison                        : this role said in the part of making good relationship between the manager and their subordinate. If the manager can make good relationship with their subordinates, i’m sure that their subordinates can feel enjoy and happy with their work eventhough there are so many duties for them.

2.      Information Roles
a.       Monitor           : a monitor role is for monitoring the duties of the manager’s
subordinates. do the subordinates work efficiently, effectively, and  suitable with their duty??
b.      Disseminator   : to transmit information FROM outside to member of organization.It needs communication ability. This is for making their subordinate feel “up to date” with the information that there is a relationship with them.
c.       Spokesperson  : Transmit information TO outside on organization’s plans, policies, actions and result. Same with disseminator role, spokesperson role also need communication ability.

3.      Decisional roles
a.       Entrepreneur   : the manager must have this role. This role is about searching
opportunities project that can bring about change to the organization. The manager must have future seeing, creativity ability, and active to search some opportunities for their office in the future.

b.      Disturbance handler    : if there are some disturbances or trobles, the manager
must  stand in front of their subordinate to finish the problem that happened in their organization. The disturbance role also make the subordinate feel safe.
c.       Resource Allocates     : the manager must manage the resources in their
organization more efficient and effective.
d.      Negotiator                   : a manager must be able to bargain or discuss some
problems or subjects in order to agree. Absolutely, for the  future of their organization.

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