Manual Management : an introduction

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Leaders of successful organizations are consistently searching for better ways to improve performance and results. To be competitive and successful, experience shows that enterprises must create and sustain a balanced intellectual capital portfolio. They need to set broad priorities and integrate the goals of managing intellectual capital and the corresponding effective knowledge processes. This requires systematic Knowledge Management. Wiig, K. For example, Chinese general Sun Tzu in his 6th-century BC work The Art of War recommends [ citation needed ] when re-phrased in modern terminology being aware of and acting on strengths and weaknesses of both a manager's organization and a foe's.

Various ancient and medieval civilizations produced " mirrors for princes " books, which aimed to advise new monarchs on how to govern.

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Plato described job specialization in BC, and Alfarabi listed several leadership traits in AD Written in by Adam Smith , a Scottish moral philosopher , The Wealth of Nations discussed efficient organization of work through division of labour. While individuals could produce pins per day, Smith analyzed the steps involved in manufacture and, with 10 specialists, enabled production of 48, pins per day.

Classical economists such as Adam Smith — and John Stuart Mill — provided a theoretical background to resource allocation , production , and pricing issues. About the same time, innovators like Eli Whitney — , James Watt — , and Matthew Boulton — developed elements of technical production such as standardization , quality-control procedures, cost-accounting , interchangeability of parts, and work-planning.

Many of these aspects of management existed in the pre slave-based sector of the US economy. That environment saw 4 million people, as the contemporary usages had it, "managed" in profitable quasi- mass production. Salaried managers as an identifiable group first became prominent in the late 19th century.

By about one finds managers trying to place their theories on what they regarded as a thoroughly scientific basis see scientism for perceived limitations of this belief. Examples include Henry R. Gantt 's charts s.

Process Management Introduction

Duncan wrote the first college management- textbook in In Yoichi Ueno introduced Taylorism to Japan and became the first management consultant of the "Japanese-management style". His son Ichiro Ueno pioneered Japanese quality assurance. The first comprehensive theories of management appeared around People like Henri Fayol — and Alexander Church described the various branches of management and their inter-relationships.

Mooney applied the principles of psychology to management. Other writers, such as Elton Mayo — , Mary Parker Follett — , Chester Barnard — , Max Weber — , who saw what he called the "administrator" as bureaucrat , [21] Rensis Likert — , and Chris Argyris born approached the phenomenon of management from a sociological perspective. Peter Drucker — wrote one of the earliest books on applied management: Concept of the Corporation published in It resulted from Alfred Sloan chairman of General Motors until commissioning a study of the organisation.

Drucker went on to write 39 books, many in the same vein. Dodge, Ronald Fisher — , and Thornton C. Fry introduced statistical techniques into management-studies. In the s, Patrick Blackett worked in the development of the applied-mathematics science of operations research , initially for military operations.

Operations research, sometimes known as " management science " but distinct from Taylor's scientific management , attempts to take a scientific approach to solving decision-problems, and can apply directly to multiple management problems, particularly in the areas of logistics and operations. Some of the more recent [update] developments include the Theory of Constraints , management by objectives , reengineering , Six Sigma , the Viable system model , and various information-technology -driven theories such as agile software development , as well as group-management theories such as Cog's Ladder.

In this context many management fads may have had more to do with pop psychology than with scientific theories of management. In the 21st century observers find it increasingly difficult to subdivide management into functional categories in this way. More and more processes simultaneously involve several categories. Instead, one tends to think in terms of the various processes, tasks, and objects subject to management.

Branches of management theory also exist relating to nonprofits and to government: such as public administration , public management , and educational management. Further, management programs related to civil-society organizations have also spawned programs in nonprofit management and social entrepreneurship.

Note that many of the assumptions made by management have come under attack from business-ethics viewpoints, critical management studies , and anti-corporate activism. As one consequence, workplace democracy sometimes referred to as Workers' self-management has become both more common and more advocated, in some places distributing all management functions among workers, each of whom takes on a portion of the work.

However, these models predate any current political issue, and may occur more naturally than does a command hierarchy. All management embraces to some degree a democratic principle—in that in the long term, the majority of workers must support management. Otherwise, they leave to find other work or go on strike.

Despite the move toward workplace democracy, command-and-control organization structures remain commonplace as de facto organization structures. Indeed, the entrenched nature of command-and-control is evident in the way that recent [ when? According to leadership-academic Manfred F.

Introduction to Studying Business & Management

Kets de Vries , a contemporary senior-management team will almost inevitably have some personality disorders. According to Fayol , management operates through five basic functions: planning, organizing, coordinating, commanding, and controlling. Most organizations have three management levels: first-level, middle-level, and top-level managers. First-line managers are the lowest level of management and manage the work of nonmanagerial individuals who are directly involved with the production or creation of the organization's products.

First-line managers are often called supervisors, but may also be called line managers, office managers, or even foremen. Middle managers include all levels of management between the first-line level and the top level of the organization. These managers manage the work of first-line managers and may have titles such as department head, project leader, plant manager, or division manager. Top managers are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization.


These individuals typically have titles such as executive vice president, president, managing director, chief operating officer, chief executive officer, or chairman of the board. These managers are classified in a hierarchy of authority, and perform different tasks. In many organizations, the number of managers in every level resembles a pyramid.

Each level is explained below in specifications of their different responsibilities and likely job titles. The top or senior layer of management consists of the board of directors including non-executive directors and executive directors , president, vice-president, CEOs and other members of the C-level executives. Different organizations have various members in their C-suite, which may include a Chief Financial Officer , Chief Technology Officer , and so on. They are responsible for controlling and overseeing the operations of the entire organization. They set a " tone at the top " and develop strategic plans , company policies, and make decisions on the overall direction of the organization.

In addition, top-level managers play a significant role in the mobilization of outside resources. Senior managers are accountable to the shareholders, the general public and to public bodies that oversee corporations and similar organizations.

Management Introduction | battenfeld-cincinnati

Some members of the senior management may serve as the public face of the organization, and they may make speeches to introduce new strategies or appear in marketing. The board of directors is typically primarily composed of non-executives who owe a fiduciary duty to shareholders and are not closely involved in the day-to-day activities of the organization, although this varies depending on the type e. These directors are theoretically liable for breaches of that duty and typically insured under directors and officers liability insurance.

Fortune directors are estimated to spend 4. The board sets corporate strategy, makes major decisions such as major acquisitions, [25] and hires, evaluates, and fires the top-level manager Chief Executive Officer or CEO. The CEO typically hires other positions. Helpful skills of top management vary by the type of organization but typically include [28] a broad understanding of competition, world economies, and politics. In addition, the CEO is responsible for implementing and determining within the board's framework the broad policies of the organization.

Executive management accomplishes the day-to-day details, including: instructions for preparation of department budgets, procedures, schedules; appointment of middle level executives such as department managers; coordination of departments; media and governmental relations; and shareholder communication. Consist of general managers , branch managers and department managers. They are accountable to the top management for their department's function.

They devote more time to organizational and directional functions. Their roles can be emphasized as executing organizational plans in conformance with the company's policies and the objectives of the top management, they define and discuss information and policies from top management to lower management, and most importantly they inspire and provide guidance to lower level managers towards better performance.

Middle management is the midway management of a categorized organization, being secondary to the senior management but above the deepest levels of operational members. An operational manager may be well-thought-out by middle management, or may be categorized as non-management operate, liable to the policy of the specific organization.

Efficiency of the middle level is vital in any organization, since they bridge the gap between top level and bottom level staffs.

Key information

Lower managers include supervisors , section leaders, forepersons and team leaders. They focus on controlling and directing regular employees. Talent management has become almost an inevitable management process in modern days. Due to tough competition in every sphere of business world today, organizations are vying for the best people from the job market. It requires a lot of competence, expertise and experience on the part of the organization to recruit the best in the industry.

Major part of the Human Resource Department is devoted to talent management, which is mostly dedicated to the purpose of recognizing, sourcing and poaching best talent.