(1046a)management assignment

7/31/2019 (1046a)Management Assignment

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MANAGEMENT

ASSIGNMENT


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MANAGEMENT FUNCTIONS:The 4 basic management

functions that make up themanagement process aredescribed in the followingsections:

1. PLANNING2. ORGANIZING3. INFLUENCING

4. CONTROLLING.


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Planning involves choosing tasks thatmust be performed to attainorganizational goals, outlining how the

tasks must be performed, and indicatingwhen they should be performed.

Planning activity focuses on attaining

goals. Managers outline exactly whatorganizations should do to besuccessful. Planning is concerned withthe success of the organization in the

short term as well as in the long term.


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Organizing can be thought of as assigning thetasks developed in the planning stages, tovarious individuals or groups within theorganization. Organizing is to create amechanism to put plans into action.

People within the organization are given workassignments that contribute to the companys

goals. Tasks are organized so that the output ofeach individual contributes to the success ofdepartments, which, in turn, contributes to thesuccess of divisions, which ultimatelycontributes to the success of the organization


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Controlling is the following roles played bythe manager:

1.Gather information that measures

performance

2.Compare present performance to preestablished performance norms.

3.Determine the next action plan andmodifications for meeting the desiredperformance parameters.

Controlling is an ongoing process.


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What makes a good manager? Innate traitsor acquired skills? Assuming that amanager is one who directs the activitiesof other persons and undertakes the

responsibility for achievement ofobjectives through such efforts,successful management seems to reston three basic developable skills:

technical, human and conceptual. Therelative importance of these three skillsvaries with the level of managerialresponsibility.


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The three essential management skills orcompetencies are :

1. Technical2. Human3. Conceptual


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involve process or

technique knowledge and proficiency in acertain specialized field, such as engineering,computers, accounting, or manufacturing.These skills are more important at lower levels

of management since these managers aredealing with employees doing theorganizations work.The technical skill involves the managers

understanding of the nature of job that peopleunder him have to perform. It refers to apersons knowledge and proficiency in any type

of process or technique. In a productiondepartment, this would mean an understandingof the technicalities of the process of


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Whereas this type of skill and competenceseems to be more important at the lowerlevels of management, its relativeimportance as a part of the managerial

role diminishes as the manager moves tohigher positions. In higher functionalpositions, such as the position of amarketing manager or production

manager, the conceptual component,related to these functional areasbecomes more important and thetechnical component becomes less

important and the technical component


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This skill develops in the managersufficient ability.a) To recognize the feelings andsentiments of others

b) To judge the possible reactionsto, and outcomes of variouscourses of action he may undertake

andc) To examine his own conceptsand values this may enable him to

develop more useful attitudes about


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involve the

formulation of ideas, conceptualizationabout abstract and complex situations.Managers understand abstract

relationships, develop ideas and solveproblems creatively. Using these skills,managers must be able to see theorganization as a whole. They have to

understand the relationships amongvarious subunits, and visualize howorganization fits into its borderenvironment. These skills are most

important at the top management levels.


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Conceptual skills refer to the ability of amanager to take a broad and farsightedview of the organization and its future,his ability to think in abstract, his ability

to analyze the forces working in asituation, his creative and innovativeability and his ability to assess theenvironment and the changes taking

place in it. In short, it is his ability toconceptualize the environment, theorganization, and his won job, so that hecan set appropriate goals for his

organization, for himself and for his


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This skill seems to increase inimportance as a manager move upto higher positions of responsibilityin the organization. Thus, technical

skill deals with things, human skillsconcerns people, and conceptual-skill has to do with ideas


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(1046a)management assignment

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