management, business organization and management

Sep 30, 2023

What is management, business organization and management

What is management, what is management called

The activities that an organization performs to ensure proper use of resources required to achieve its objectives are collectively called management.

The question may be what are the necessary resources? Organization's human resources, material resources, financial resources and information resources are the necessary resources of an organization. And ensuring the utilization of these resources requires planning, organizing, employing, directing and leading, coordinating, motivating and controlling. Management scholars have defined management in various ways. Now let's know about them.

Definition of Management

What is the father of modern management Henri Fayol (Henri Fayol) management? He replied, "Management is forecasting and planning, organizing, directing, coordinating and controlling."

George R. Terry (George R. Terry) What is management? He replied, "Management is a distinct social process that involves planning, organizing and controlling activities for the purpose of setting and achieving objectives for the efficient use of people and resources."

So what is management or management from the above discussion? The answer to this can be said that the clear social process of planning, organization, direction, sending, coordination and control used in the joint effort of the staff for the desired use of various materials, human resources, machinery, methods, etc. for the purpose of achieving predetermined goals is called management.

What are the types of management?

There are different types of managers in organizations. Managers are classified according to the level of the organization. Management level refers to the hierarchical position of various types of managers existing in the organization. There are generally three levels of management in large organizations: top, middle and bottom. Based on this level the responsibilities and duties of the manager are determined.

Upper management Top management

Managers at the top management level formulate the organization's policies and coordinate all activities. This level is responsible for the work of the entire organization. The titles of managers may vary between government and private organizations.

In a private business organization, this level includes the general president, the chairman of the board of directors, the executive committee of the board, the chief executive officer and the principal vice president, who are generally considered to be the authority. Managers at this level make decisions about the organization's policies and long-term plans.

Middle management Middle management

Most managers are at the middle management level. Department Head, Factory Manager, Personnel Manager, Production Manager etc. Management authorities formulate policies and set objectives. Middle managers then develop plans and procedures to implement these policies. Then he took initiatives for implementation.

Operating Management | Operating Management

The third level of management is the operating level. This level relates to lower level managers in the organization. Within this level are the lowest level managers of the organization; viz.Assistant Manager, Junior Executive, Supervisor or Foreman. They are responsible for implementing the policies and plans formulated by the authorities.

Functions of management, how many and what are the functions of management

For the purpose of achieving the goals of the organization, the tasks performed by the managers for the proper use and proper management of its human and non-human (Human & Non-human) resources are called management functions.

Different authors have given different views about the functions of management. However, according to modern writers, the main functions of management are four: planning, organizing, leading and controlling.

These include more relevant tasks. Such as staffing, counseling and coordination etc. Management activities are also called management processes as they are carried out continuously.

The functions performed by the manager to achieve the main objectives of the business organization are called management functions. Every business organization has a specific goal. The manager's job is to achieve the said goal through management functions by coordinating the necessary elements. And to achieve this goal, management functions rotate in a circular cycle. Management functions according to various management experts are:

According to Stoner et al., “Management processes are systematic methods of performing or conducting activities.”

According to Eyrich and Kunz, "The functions of management are planning, organizing, staffing, leading and controlling."

According to Hicks and Gulpet, “Planning, organizing, staffing, directing, controlling, innovating and presenting.”

According to Henry Fell, “Foresight is planning, organizing, commanding, coordinating and controlling.”

According to Ernest Dale, “Planning, organizing, staffing, directing, controlling, innovating and presenting.”

L. According to Gulick, “planning, organizing, staffing, directing, coordinating, reporting and budgeting.”

We came to L. GULLY functions can be represented in the following way - POSDCORB, here:

P = Planning

O = Organizing

S = Staffing

D = Directing

CO = Co-ordinating

R = Reporting

B = Budgeting

According to Linder R. Wreck, “forecasting, planning, organizing, ordering, coordinating and controlling.”

Explain the functions of management with description

The management functions are described below

plan Planning

Achieving any specific goal requires planning. Organizational functions can be carried out smoothly through planning. It is up to the manager how to perform the functions of an organization. A manager needs to formulate a specific outline of how to perform the tasks, when to do them, at what time, and this is the plan. Planning includes determining the objectives of the organization and the strategies required to implement them, various policies, policies and their formulation.

Organization | Organization

It is necessary to coordinate all the manpower related to the activities of the organization in order to perform the previously determined tasks on time. Organization is the regular distribution of tasks among the people under the supervision of the organization. And as a result the employees can complete the tasks assigned to them on time. According to management experts Bartol and Martin, “Organization is the process of proper allocation and arrangement of human and material resources. As a result, plans can be successfully implemented.”

Instructions Directing

Proper guidance is required for the proper execution of the functions of the organization. Through directives, managers explain performance strategies and processes while delegating tasks. In this regard, Earnest Dale says, “Instructions are to tell employees what to do and monitor whether they have performed it to the best of their ability.” Therefore, it is not enough to just sit and appoint the employees of the organization, when and how the employees will do any work, clear instructions are needed.

Personnel Staffing

After determining the organizational structure, one of the tasks of the management is to recruit the necessary qualified personnel according to the nature of the work at different levels and to complete the related tasks. According to J. L. Massie, “Human resource management is the process by which managers select, train, promote, and ultimately retire their subordinates.” The success of the organization depends on the availability of skilled and qualified personnel.

motivation Motivation

Motivation in management functions is a psychological process. The spontaneity of employees increases through motivation. As a result, attention is created in action. It is not just about ordering the workers to work, but the management has to create and maintain the necessary motivation. So motivation is the process of motivating and motivating employees with the aim of making full use of their potential.

According to Michael Julius, “Motivation is the action taken by the management, which encourages and motivates the employees to perform the assigned tasks properly.”

Research and analysis Research and Analysis

Environment and surroundings are constantly changing. Adapting to these changing circumstances is particularly important. Therefore doing the necessary research and analysis is an optional function of management.

Contact | Communication

Management and communication are used in much the same sense. Because management is perfected through communication. From decision-making to implementation, there is communication and exchange of views at all levels.

Coordination Co-ordinating

Many departments work to achieve the goals of an organization. The activities of these departments are coordinated to reach the ultimate goal of the organization. Coordination is necessary for the following purposes:

A. Prevent errors.
b. Working in conjunction with interdisciplinary.
c. Party compromise.
d. mutual cooperation.

So coordination plays a great role in maintaining cooperation, discipline and care of work among different departments of an organization.

Reporting Reporting

The data and information of the employees who work in the organization are collected. The manner in which a worker should work and how much he is fulfilling his responsibilities towards the organization, how much labor he is giving is reported to the higher authority. They take necessary measures. As a result of reporting, employees become more careful and responsible for their work.

Budgeting Budgeting

In order to carry out the institutional functions properly and efficiently, as well as the need for skilled workers, the allocation of necessary funds is also necessary. Budgeting analyzes how much money is required to be allocated to each department. Through which the work can be done properly. Basically, budgeting is the pre-determination of the amount of money that will be spent to implement the plan adopted to achieve the objectives.

control Controlling

Generally, the process by which each activity is performed as per plan is measured or not is called control system. First of all, if there are any errors in the work through this system. Then it should be corrected. Mary Niles said about this, “An aspect and projection of planning.” That is, control is considered as the basis of planning.

In view of the above discussion we can come to the conclusion that in practice the functions of management which are observed are completely dependent on each other. For this reason, organization, direction, coordination, sending and control functions have to be carried out periodically to achieve institutional goals and objectives.

What are the principles of management?

Policy is a well-defined and well-established law or rule, based on which appropriate programs and courses of action are formulated.

Since management is always influenced by the surrounding conditions, it has not been possible to specify any binding principles of management so far. For this reason, different thinkers have tried to specify different types of principles by observing and reviewing different situations. Among them, the 14 principles given by Henry Faile are the most acceptable. Henry Fell's 14 principles are considered as principles of management.

N. C, Roy Chowdhury said in this context, "Fayol's principles of management still live bright star among the stars."

14 principles or principles of management. The principles of management are discussed below.

Department Division of work

A significant principle of departmental management. According to this principle, according to the nature of various functions of an organization, they are divided and distributed among the employees according to their qualifications. As a result, not only the work is performed with efficiency and accuracy, but also the efficiency and efficiency of the employees increases. In this context, according to Weihric and Koontz, "The acquisition of specialized knowledge by using workers in a skilled manner is called division of labor." (Division of work is the specialization that economists consider necessary for efficiency in the use of labor.)

Powers and Responsibilities Balancing authority and responsibility

When a subordinate executive or employee is assigned responsibility in the organization, he should also be given the necessary powers to carry it out. Otherwise, it will not be possible for the said executive or worker to perform their duties properly. In this context, according to Henri Fayol, "Authority and responsibility to be related." That is, responsibility must be related to power or authority. So there should always be equality or balance between authority and responsibility.

Discipline Discipline

A sense of respect for the established rules of the organization and a united interest in adhering to them is essential for achieving organizational success. Henry Fell emphasized good supervision rather than traditional appeasement policies to establish discipline at all levels of management. According to Henri Fayol, "Discipline requires good superiors at all levels." That is, good managers need discipline at all levels.

Unity of command Unity of command

The essence of this policy is that every worker will receive orders and instructions from only one boss or superior officer. Because if there are multiple superiors, it will be impossible for the worker to follow the orders of all and it will create chaos. In this case it will not be possible for the worker to perform the work efficiently. So under a superior officer, the employees must be committed to the work for smooth and efficient performance. As a result, unity of command will be maintained at all levels of the organization.

Unity of direction Unity of direction

This principle means that all departments, sub-departments and individuals of the organization must devote their collective efforts to achieve one main objective and carry out a series of integrated directive activities in keeping with that objective. That is, the management will ensure that conflicting orders are not issued.

Sacrificing one's own interests for the common good Sacrifice individuals interest to general interest

Institutional interests must always be placed above individual and group interests. Otherwise it will not be possible to achieve institutional objectives and achieve the highest welfare of all concerned. Therefore, the purpose of the organization must be established by establishing the general interest above the individual interest in any situation. In this context, Bartol and Martin said, "The interests of an employee or a group of employees should never be placed over the interests or goals of the organization."

Remuneration policy Law of Remuneration

Henry Fell said about remuneration, (a) remuneration must be fair and (b) there must be a reasonable method of payment of remuneration. Therefore fair and just salary structure should be fixed considering the nature of work, time, environment etc. of the employees so that they all can work with satisfaction.

Centralization and Decentralization Centralization and decentralization

In every organization, high level decision making is centralized and lower level functions are decentralized. This principle reflects how much authority will be centralized at the center and how much authority will be decentralized to other levels.

Equality Equity

The aim of this policy is to show equal treatment and respect to all. Managers can gain loyalty, affection and respect by showing kindness, fairness, equal treatment and good treatment to employees. In this case the possibility of deterioration of superior subordinate relationship is reduced to a great extent. Basically, management behavior towards employees should be sincere, friendly and equitable. They cannot be discriminated against under any circumstances.

Pair ladder chain principle Scalar chains

From the highest level to the lowest level of the organization, the people at the management level should be interrelated in such a way that it takes the form of an integrated chain. This chain indicates the flow of authority and the path of communication. The essence of this principle is to descend from the highest level of the organization to the lowest level in such a way that one level is related to another level. It is a two-way communication process. This principle is called by many as the principle of stratification.

Discipline Order

Henry Foll divides discipline into two parts. Namely: human discipline and material discipline. The aim of this policy is to place the right person in the right place and the right thing in the right place and to arrange human discipline and material discipline in the organization. Also to ensure that all personnel and material elements can perform the work in proper order and discipline.

Job stability Stability of service

One of the principles of good management is to provide job security and stability to employees. The organization has to ensure the job stability of every employee concerned. It will increase the sense of security and human comfort of the workers. Qualifications and experience will increase as their performance increases. In this case, the workers will devote themselves to the work carefully. By doing this, the organization will benefit and the work of management will be easier. As a result, there will be no chaos in the organization. Job stability makes the economic life of the worker secure and comfortable.

initiative Initiative

Initiative is a thinking and planning action. Employees should be encouraged, motivated and given adequate opportunities to innovate and discover new methods or techniques. This will increase their interest in the organization and will enable them to demonstrate their skills. According to Weihrich and Koontz in this context, "enterprise management helps in planning and execution."

Say it together Esprite de corps

An important principle of management is teamwork. To achieve the organization's goals, all levels of management and subordinates must make concerted efforts and work in unison. Because unity is the only source of strength of the organization. By working on the basis of mutual cooperation and consensus, the organization is able to achieve its objectives easily. Because party power is much more dynamic than individual power. According to Robert Kreituer in this context, "Harmonious efforts among individuals in the key to organizational success." That is, the united effort of the employees is the key to the success of the organization.

Finally, it can be said that in the present era of mass production, management should give considerable importance to the above basic principles. As a result, he can perform his work very smoothly. Apart from the above principles of management some other principles are observed; For example, principle of cooperation, principle of flexibility, principle of balance, principle of universality, principle of exception etc. So from a holistic point of view, all principles of management will be able to give positive results in organizational activities.

How many levels of management How many levels of management

The managerial hierarchy of the organization is called management level. Basically the organization determines the desired scope of supervision to successfully implement the objectives. This increases the number of managers in the organization. As a result management level increases. According to Skinner & Ivancevich , management level refers to the management level of an organization. Such a level is basically divided into three levels: policy maker, middle and lower, which is much like a pyramid.

However, these stages are called management hierarchy or management level.

So it can be said that the three levels or stages observed in the management of an organization, which looks like a pyramid in the diagram, are called management levels or stages. The various levels are described below

There are 3 levels of management namely:

1. Top management
2. Middle management
3. Lower level management

Below are the details about these levels:

Top management Top level management

Top management is the level that consists of top level officials of the organization. Managers at this level are involved in planning, setting organizational objectives and policies, implementing programs, directing and controlling. In short, top level managers are those who are involved in the overall management of the organization.

The directors, president, managing director, general manager of a company are under this level of management. The success of an organization largely depends on the overall competence of top managers. So skilled people should be given top management responsibilities.

Managers at this level are called Chief Executive Officer (CEO), President, Executive Director (ED) etc. Basically, managers at this level bear the responsibility of the entire organization.

Top Managers: – Directors, President, Managing Director, General Manager
Functions of top management: – Planning, setting objectives and policies of the organization, adopting programs, directing and controlling

Middle Manager | Mid-Level Management

Managers below top managers but above lower level managers are known as middle managers. Among them, those who are close to high level management, many call them as Higher Secondary Management.

This level of management is conducted with various departmental executives of the organization. This level of management includes purchasing manager, sales manager, production manager, people involved in finance and accounting and research work. The main task of this level of management is to take necessary steps for the implementation of various programs undertaken by the higher level management. In the implementation of this program, middle level managers create a bridge between upper level management and lower level management.

Note that managers at this level are called by many names, such as Head of Department, Quality Control Manager, Research, Laboratory Director, Deputy General Manager, Vice-President, Personnel Manager, Finance Manager etc.

Middle Managers: – Purchase Manager, Sales Manager, Production Manager, Finance and Accounts Manager.
Duties of Middle Managers: – Building a bridge between upper and lower managers, taking necessary measures to implement the actions taken by higher managers.

Lower level management Lower Level Management / First Line Management

The lower level managers directly participate in the implementation of the necessary work plans adopted for the organization and are directly related to the workers, foremen, supervisors are included in the level of management.

Managers at this level take all measures of employee performance. They are called supervisors, foremen, foremen etc. This level is called the supervisory level as they manage the workers to perform the tasks.

So it can be said that the level at which operations are carried out to implement the plan of the organization is called lower level management and those who give instructions at this level are called lower level managers.

Lower Level Managers : – Foreman, Supervisor etc.
Functions of Lower Level Managers: – Direct participation in the implementation of actions taken at higher and middle levels.

What are the characteristics of management?

Management is the process of planning, organizing, directing and controlling resources such as people, materials and money to achieve organizational goals. Key features of management are as follows:

Goal-oriented Goal-Oriented

The aim of management is to achieve specific goals and objectives set by the organization. This involves creating a plan of action that outlines the steps required to achieve the desired outcome. Management must monitor progress toward these goals and make necessary adjustments to ensure they are achieved.

continuous process Continuous Process

Management is not a one-time event but a continuous process that requires ongoing attention and effort. This involves regular review and evaluation of operations to identify areas for improvement and make adjustments as necessary.

Universal application Universal Application

Management principles are applicable to all types of organizations regardless of their size, nature or goals. This means that the same principles used by a small business owner are equally applicable to a large corporation.

Multidisciplinary Multidisciplinary

Management is a field that draws on various disciplines including economics, psychology, sociology and statistics. Managers must have a wide range of skills and knowledge to effectively manage their organizations.

Dynamic Dynamic

The business environment is constantly changing, and management must be able to adapt to these changes. This requires the ability to identify trends and make decisions based on available information.

People oriented People Oriented

Management is concerned with managing people, their skills and their abilities. It involves understanding employee needs, motivations and behaviors to ensure they are aligned with organizational goals.

Decision making Decision Making

Management involves making decisions that are based on sound judgment, analysis and evaluation of information. This requires the ability to weigh options and choose the best course of action based on available resources.

leadership Leadership

Management requires strong leadership skills to motivate and inspire employees to work toward the organization's goals. This involves setting a positive example, communicating effectively and building a culture of trust and respect.

Flexibility

Management must be flexible and adaptable to changing situations and circumstances. This means being able to pivot quickly in response to unexpected events or changes in the market.

Efficiency and effectiveness Efficiency and Effectiveness

The aim of management is to efficiently and effectively achieve organizational goals by making the best use of resources. This requires balancing cost and quality, prioritizing work and the ability to allocate resources appropriately.

Business Organization and Management

From the beginning of human civilization, people started doing business through the production and distribution of products to meet their needs. Later, with the development of human civilization, business started to develop. In view of the evolution of society and changes in economic conditions, people's needs started to change. Different types of business organizations are formed to meet these changing needs. Below I shed light on the evolution of business organization.

1. In a sole proprietorship business
2. In partnership business
3. Company organization
4. Business alliances
5. Cooperative Societies
6. State business
7. Joint venture business

Although the progress of business started with the sole proprietorship business organization, various types of business organization have been developed with the evolution of time. But what is noteworthy is that no business organization has completely disappeared. Rather, all businesses survive today with reputations in their own fields as complementary businesses in the larger business environment.

Production Management and Marketing

Production management is a component of business management. Unlike departments that specialize in other areas such as marketing, distribution, delivery, accounting, and information management, it focuses on the process of receiving and turning raw materials into the company's final products.

The marketing management process is used to streamline a marketer's work and help them reach their customer base to respond quickly and accurately to the needs of their target customers.

Production management Production Management

Production management is the process of controlling a company's operations to provide the services and products it wants to produce. It organizes, manages and manages what transforms raw resources into finished goods and services.

According to production management, the company's production strategy, which calls for the use of certain technologies and production mix, to achieve pre-established goals related to unit cost, quality and production capacity, should be successfully implemented.

It usually coordinates, supervises and controls individuals or teams in charge of production processes, equipment maintenance, quality control and inventory control.

Consequently, it can be said that product management is concerned with the acquisition of resources, such as management inputs, natural resources, manpower, capital, machinery, etc., to create or produce a complete product.

Production management is the process between these two checkpoints. Production management is the control and execution of the process that transforms raw resources into finished products.

Marketing Marketing

Marketing management refers to the control and operation of various marketing activities and the people involved in those activities, such as managers, marketing management professionals, contractors and so on.

Setting goals and developing marketing strategies
Conduct market research
Creating marketing campaigns
Identifying a company's target market
Managing content across different channels (eg, social media, email marketing, etc.) and across different mediums (eg, copy, images and video, and podcasts)
Implementation of marketing strategies and marketing plans

In short, marketing management is the process of planning, implementing and tracking an organization's marketing strategy. This includes developing marketing plans, campaigns, and strategies to meet customer needs with the goal of driving profitability.

To ensure you are making the right decisions, market research is necessary to understand the marketplace and determine what needs are not being met, or how to exploit opportunities that are not currently being served. Market research includes competitive research, key demographics, pricing and the best promotions to attract customers.

Who is the father of management?

In fact, it cannot be said who is the father of management. There are many branches of management. Each branch has its own role. Following are some such branches of management and their names:

Father of Scientific Management — Frederick Winslow Taylor
Father of Administrative Management — Henry Fell
Father of bureaucratic management — Max Weber
Father of Strategic Management — Igor Ensoff
Father of Modern Management — Peter F. Drucker (Henry Fail is also considered by many to be the father of modern management)
Mother of Modern Management - Mary Parker Follett
Father of Human Resource Management – George Elton Mayo

What is modern management?

Modern management is the set of functions (planning, organizing, staffing, leading, controlling) that managers perform properly to achieve organizational goals or objectives.

Planning, organizing, staffing, directing, sending, coordinating and controlling functions for achieving organizational goals is called management. Management is called universal because management is needed in all areas.

Who is the father of modern management?

Father of modern management or administrative management Henry Fail (1841-1923). He was born in France. He was originally a mining engineer. At the age of 19, in 1860, he started working for the company "Compagnie de Commentry-Fourchambeau-Dequesville" and was promoted to the position of managing director in 1888. At that time, the company was going through a financial crisis. When he retired from that post in 1918, the company was in a strong financial position.

He is the promoter of 5 functions of management and 14 key principles. Fell wrote a book on administrative management called Industrial and General Management in 1916, which was published in the United States in 1949 and greatly inspired other writers.