What is called as the art and science of planning organizing directing and controlling the movement of resources in an organization to get the desired results?
Defining ManagementManagement is the act of engaging with an organization's human talent and its resources to accomplish desired goals and objectives. Show
Learning Objectives Outline the theoretical scope and basic function that represent managerial responsibilities within a company Key TakeawaysKey Points
Key Terms
Overview Management is the act of engaging with an organization's human talent and using the physical resources at a manager's disposal to accomplish desired goals and objectives efficiently and effectively. Management
comprises planning, organizing, staffing, leading, directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. Theoretical Scope At first, management may be considered as a type of function, one which measures financial metrics, adjusts strategic plans, and meets organizational goals. This applies even in situations where planning
does not take place. From this perspective, Henri Fayol (1841–1925) considers management to consist of six functions: forecasting, planning, organizing, commanding, coordinating, and controlling. He was one of the most influential contributors to modern concepts of management. Nature of Managerial Work In the for-profit environment, management is tasked primarily with meeting the needs of a range of stakeholders. This typically involves making a profit (for the shareholders ), creating valued products at a reasonable cost (for customers), and providing rewarding employment opportunities (for employees). Nonprofit management has the
added importance of attracting and retaining donors.
Basic FunctionsMary Parker Follett: Mary Parker Follett defined management as "the art of getting things done through people." Management operates through various functions, such as planning, organizing, staffing, leading/directing, controlling/monitoring, and motivating.
Fulfilling the Organizing FunctionManagement organizes by creating patterns of relationships among workers, optimizing use of resources to accomplish business objectives. Learning Objectives Define
the organizing function within a business framework, specifically the generation of structure and authority Key TakeawaysKey Points
Key Terms
Management and Organization Management operates through various functions, often classified as planning, organizing, staffing, leading/directing, controlling/monitoring, and motivating. The organizing function creates the pattern of relationships among workers and makes optimal use of resources to enable the accomplishment of business plans and objectives. The management process: The management process involves tasks and goals of planning, organizing, directing, and controlling. StructureStructure is the framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinated. It is a set of formal tasks assigned to individuals and departments. Formal reporting relationships include lines of authority, decision responsibility, number of hierarchical levels, and span of managers' control. Structure is also the design of systems to ensure effective coordination of employees across departments. Authority/Chain of Command Authority is a manager's formal and legitimate right to make decisions, issue orders, and allocate resources to achieve desired outcomes for an organization. Responsibility is an employee's duty to perform assigned tasks or activities. Accountability means that those with authority and responsibility must report and justify task outcomes to
those above them in the chain of command. Types of Authority (and Responsibility)
Organizational Structure and Control/Decision-Making
As each structure will create a
different organizational approach to operations, it is critical to consider how the selection of a structure will affect the business process. Enabling creativity and minimizing control often comes at the cost of speed and efficiency, and vice versa. Fulfilling the Controlling FunctionManagement control can be defined as a systematic effort to compare performance to predetermined standards and address deficiencies. Learning Objectives
Outline the characteristics and elements of the controlling function Key TakeawaysKey Points
Key Terms
Control In 1916, Henri
Fayol formulated one of the first definitions of control as it pertains to management: "Control consists of verifying whether everything occurs in conformity with the plan adopted, the instructions issued, and principles established. It's object is to point out weaknesses and errors in order to rectify [them] and prevent recurrence." Characteristics of ControlControl has several characteristics. It may be described as being:
The Elements of ControlThe four basic elements in a control system:
These occur in the same sequence and maintain a consistent relationship to each other in every system. Fulfilling the Leading FunctionManagers lead their organizations and can vary their style and approach to achieve the desired outcome. Learning Objectives Identify the key characteristics and considerations of the leadership function within the organizational framework Key TakeawaysKey Points
Key Terms
Defining Leadership Over the years the philosophical terms " management " and "leadership"
have been used both as synonyms and with clearly differentiated meanings. Debate is fairly common about whether the use of these terms should be restricted and generally reflects an awareness of the distinction made by Burns (1978) between "transactional" leadership (characterized by emphasis on procedures, contingent reward, management by exception) and "transformational" leadership (characterized by charisma, personal relationships, creativity). Management is often associated with the former
and leadership with the latter. Group LeadershipIn contrast to individual leadership, some organizations have adopted group leadership. In this situation, more than one person provides direction to the group as a whole. Some organizations have taken this approach in hopes of increasing creativity, reducing costs, or downsizing. Others may see the traditional leadership of a boss as costing too much in team performance. In some situations, the team members best able to handle any given phase of the project become the temporary leaders. Additionally, staff experiences energy and success when each team member has access to elevated levels of empowerment. Leadership StylesA leadership style is a leader's approach towards providing direction, implementing plans, and motivating people. It is the result of the philosophy, personality, and experience of the leader. Rhetoric specialists have also developed models for understanding leadership (Robert Hariman, Political Style; Philippe-Joseph Salazar, L'Hyperpolitique. Technologies politiques De La Domination). Engaging Style of Leadership: Different styles of leadership can achieve the leading function. Different situations call for different leadership styles. In an emergency, when there is little time to reach an agreement and where a designated authority has significantly more experience or expertise than the rest of the team, an autocratic leadership style may be most effective. However, in a highly motivated and aligned team, with a homogeneous level of expertise, a more democratic or laissez-faire style may be more effective. The leadership style adopted should be the one that most effectively achieves the objectives of the group while balancing the interests of its individual members. Positive Reinforcement Anyone thinking about managing a team must consider
positive reinforcement. B.F. Skinner, the father of behavior modification, developed this concept. Positive reinforcement occurs when a positive stimulus is presented in response to a behavior, increasing the likelihood of that behavior in the future. Fulfilling the Planning FunctionPlanning is the process of thinking about and organizing the activities required to achieve strategic objectives. Learning Objectives Illustrate the primary considerations and influencing factors for organizations when pursuing strategic planning Key TakeawaysKey Points
Key Terms
PlanningPlanning is the process of thinking about and organizing the activities required to achieve a desired goal. Planning involves the creation and maintenance of a given organizational operation. This thought process is essential to the refinement of objectives and their integration with other plans. Planning combines forecasting of developments with preparing scenarios for how to react to those developments. An important, albeit often ignored, aspect of planning is the relationship it holds with forecasting. Forecasting can be described as predicting what the future will look like, whereas planning predicts what the future should look like. Research planning: Planning involves the creation and maintenance of a plan. Planning is also a management process, concerned with defining goals for a company's future direction and determining the missions and resources to achieve those targets. To meet objectives, managers may develop plans, such as a business plan or a marketing plan. The purpose may be achievement of certain goals or targets. Planning revolves largely around identifying the resources available for a given project and utilizing optimally to achieve best scenario outcomes. Strategic PlanningStrategic planning is an organization's process of defining its strategy or direction and making decisions about allocating its resources to pursue this strategy. To determine the direction of the organization, it is necessary to understand its current position and the possible avenues through which it can pursue a particular course of action. Generally, strategic planning deals with at least one of three key questions:
The key components of strategic planning include an understanding of the firm's vision, mission, values, and strategies. (Often a "vision statement" and a " mission statement " may encapsulate the vision and mission. )
Tools and ApproachesThere are many approaches to strategic planning, but typically one of the following is used:
Among the most useful tools for strategic planning is a SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats). The main objective of this tool is to analyze internal strategic factors (strengths and weaknesses attributed to the organization) and external factors beyond control of the organization (such as opportunities and threats). Licenses and AttributionsCC licensed content, Shared previously
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What is the process of planning organizing directing and controlling?Planning, organizing, directing and controlling are the functions of management.
What is organizing directing and controlling?Organizing means allocating resources (people, equipment, and money) to carry out the company's plans. Directing is the process of providing focus for employees and motivating them to achieve organizational goals. Controlling involves comparing actual to expected performance and taking corrective action when necessary.
What is planning in organization and management?Planning is the function of management that involves setting objectives and determining a course of action for achieving those objectives. Planning requires that managers be aware of environmental conditions facing their organization and forecast future conditions.
Is the art of planning directing and controlling?Answer and Explanation:
Management consists of planning, directing, and controlling: (1)Planning: It is the basic function of management which means deciding upon what to do, how to do and when to do. Planning involves defining the goals of organisation and making strategies to achieve those goals.
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