Management is a Difficult Term

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Abstract

Management refers to gathering of personnel in a work place to achieve set objectives through effective utilization of accessible capital. Management occurs in varied forms that include a process, an activity, a discipline, a group, a science, an art and a profession. Various theories apply in management and must be integrated together to achieve results.

Theories applied in management include the emergency theory, confusion theory, systems theory and theory X and Y. Effectual management involves a cycle that acts as strength of character for success in an enterprise. A management cycle has five key stages.

“Management” is a difficult term because it entails the application of numerous concepts and theories in achieving set objectives. The principal goals of management include acquisition of maximum results with little utilization of resources, escalation of the effectiveness of production factors and the harmonization of running enterprises (Cole, 2004, p.23).

Management exists as a process, an activity, a discipline, a group, a science, an art and a profession (Cole, 2004, p.31). Process management entails directing enterprises through orderly, harmonized and well thought-out human efforts.

Activity management entails achieving goals in an enterprise through directing the efforts of others. This management includes informational duties for the manager, decision-making and interaction of all workers in an enterprise. Discipline management means identifying desirable conduct in managers and the various ways applied in management of an enterprise (Cole, 2004, p.44).

Group management refers to everyone involved in the management tasks of an enterprise. Management science entails a systematic body of knowledge, though not to exact figures. This is because management involves human beings whose behavior is hard to predict (Ghuman, 2010, p.26).

Art management entails application of information and expertise to achieve certain objectives. Profession management entails the use of information, acquisition of recognized instruction and guidance, meeting social obligations, abiding to defined rules of demeanor and registering with associations that embody the profession (Ghuman, 2010, p.47).

Theories on management apply to the general productivity and service liberation by an enterprise (Ghuman, 2010, p.125). Theories applied in managing an enterprise depend on factors such as the nature of the enterprise, rationale of the enterprise and the workforce available to the management.

Universally applied management theories include the emergency theory, confusion theory, systems theory and theory X and Y (Ghuman, 2010, p.133). Emergency theory argues that a manager should make a decision based on key aspects of a prevailing situation (Shields, 2007, p.47).

The systems theory commonly applies to management of enterprises. Systems and personnel found in a work place tend to have effects on each other. A system comprises a multiplicity of organs that labor in unison to meet set objectives. This theory allows managers to assess patterns and proceedings occurring in their enterprises (Shields, 2007, p.55). Confusion theory appreciates the invariable nature of alteration.

An enterprise keeps growing, and its vulnerability in the market increases (Shields, 2007, p.70). The final theory applied in management is X and Y theory. This theory entails the inspiration of personnel at work for optimal productivity. Theory Y argues that workers ought to be naturally motivated to work, and nobody should be responsible if they lack motivation. Theory X applies an authority-oriented leadership style that discourages the participation of workers (Shields, 2007, p.101).

Effective management involves a cycle that acts as strength of character for success in an enterprise (Saaksvuori & Immonen, 2008, p.31). In management, it is necessary to ensure that information systems operate effectively and in a coordinated manner. A typical management cycle revolves around five stages. The five stages include planning, performance management, performance structure review, rewarding of employees and renewal of the performance structure (Saaksvuori & Immonen, 2008, p.67).

Planning involves gathering all the workers, and assessing the prospects of the enterprise. Assessing an employee’s responsibility and feat in the enterprise is pivotal in identifying areas that need enhancement. Performance management is the next step. Providing all the necessary tools and suitable systems to workers ensures sound performance management and optimal results (Saaksvuori & Immonen, 2008, p.88).

Reviewing the performance cycle by talking to employees provides a chance to bend their goals depending on factors outside the management cycle of the business. If all the goals in the management are met, workers should be rewarded accordingly. The final stage of the management cycle includes the analysis of previous goals, establishment of methods that are vital in improving the goals of the enterprise, and scheduling for the subsequent management cycle (Saaksvuori & Immonen, 2008, p.123).

References

Cole, G. (2004). Management Theory and Practice. New York: Cengage Learning EMEA.

Ghuman, K. (2010). Management: Concepts, Practices & Cases. New York: Tata McGraw-Hill Education.

Saaksvuori, A., and Immonen, A. (2008). Product Lifecycle Management. New York: Springer.

Shields, J. (2007). Managing Employee Performance and Reward: Concepts, Practices, Strategies. New York: Cambridge University Press.

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Management is a Difficult Term

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