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Characteristics of Management Unit 1

The document discusses the characteristics of management as an art, science, and profession. It outlines the functions of management including planning, organizing, staffing, directing, and controlling. Planning involves predicting the future and attempting to control events. Organizing requires defining work structures and relationships. Staffing involves recruiting, training, and retaining employees. Directing includes leadership, communication, motivation, and supervision. Controlling ensures plans are followed by setting standards and taking corrective actions.

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9 views

Characteristics of Management Unit 1

The document discusses the characteristics of management as an art, science, and profession. It outlines the functions of management including planning, organizing, staffing, directing, and controlling. Planning involves predicting the future and attempting to control events. Organizing requires defining work structures and relationships. Staffing involves recruiting, training, and retaining employees. Directing includes leadership, communication, motivation, and supervision. Controlling ensures plans are followed by setting standards and taking corrective actions.

Uploaded by

sharmaridhi571
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Characteristics of

Management
Management as an Art

• Art refers to personal and skillful application of existing knowledge


to achieve desired results. It can be acquired through continuous
practice, creativity, personal observation and experience.
The essential characteristics of art are as
follows:
• The presence of theoretical knowledge: Art assumes the presence of
specific academic knowledge. Specialists in their particular fields have
obtained specific elementary postulates which are appropriate to a
specific sort of art. For instance, the literature on public speaking,
acting or music, dancing is publicly acknowledged.
• Personalised application: The application of this primary information
differs from person to person. Art, hence, is a highly personalised
notion.
• Based on custom and creativity: Art is practical. Art includes the
creative practice of subsisting intellectual knowledge.
Management as a Science:

• Science is an organised collection of knowledge that emphasises definite


universal truths or the action of comprehensive laws. The central
characteristics of science are as follows:
• The organised body of knowledge: Science is a precise entity of
knowledge. Its systems are based on a purpose and consequence
association.
• Universal validity: Scientific conventions have global genuineness and
application.
• Systems based on experimentation: Scientific conventions are originally
formed via research and then tested via repeated trial and error under
the regulated situations.
Management as a Profession:

• The profession can be described as an occupation upheld by specific


education and practice, in which entry is limited. A profession has the
following features:
• The well-defined theory of knowledge: All services are based on a well-
defined form of education that can be procured through education.
• Restricted entry: The entrance to a profession is defined through an
examination or through obtaining an educational degree.
• Professional community: All professions are affiliated to a professional
association which controls entry, presents a certificate of training and
expresses and supports a system of government.
Functions of Management

• Management in some form or another is an integral part of living and


is essential wherever human efforts are to be undertaken to achieve
desired objectives. The basic ingredients of management are always
at play, whether we manage our lives or business.
• Management is a set of principles relating to the functions of
planning, organizing, directing, and controlling, and the applications
of these principles in harnessing physical, financial, human, and
informational resources efficiently and effectively to achieve
organizational goals”.
1. Planning

• Planning is future-oriented and determines an organization’s


direction. It is a rational and systematic way of making decisions today
that will affect the future of the company.
• It involves predicting of the future as well as attempting to control the
events. It involves the ability to foresee the effects of current actions
in the long run in the future.
2. Organizing
• Organizing requires a formal structure of authority and the direction
and flow of such authority through which work subdivisions are
defined, arranged and coordinated so that each part relates to the
other part in a united and coherent manner so as to attain the
prescribed objectives.
• According to Henry Fayol, “To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel’s”.
The function of organizing:-
• Identifying the tasks that must be performed and grouping them
whenever necessary
• Assigning these tasks to the personnel while defining their
authority and responsibility.
• Delegating this authority to these employees
• Establishing a relationship between authority and responsibility
• Coordinating these activities
3. Staffing
• Staffing is the function of hiring and retaining a suitable work-force for
the enterprise both at managerial as well as non-managerial levels. It
involves the process of recruiting, training, developing, compensating and
evaluating employees and maintaining this workforce with proper
incentives and motivations. Since the human element is the most vital
factor in the process of management, it is important to recruit the right
personnel.
4. Directing

• The directing function is concerned with leadership, communication, motivation, and


supervision so that the employees perform their activities in the most efficient manner possible,
in order to achieve the desired goals.

• The leadership element involves issuing of instructions and guiding the subordinates about
procedures and methods.

• The communication must be open both ways so that the information can be passed on to the
subordinates and the feedback received from them.

• Motivation is very important since highly motivated people show excellent performance with
less direction from superiors.
Supervising
• subordinates would lead to continuous progress reports as well as
assure the superiors that the directions are being properly carried
out.
5. Controlling
• The function of control consists of those activities that are undertaken
to ensure that the events do not deviate from the pre-arranged plans.
The activities consist of establishing standards for work performance,
measuring performance and comparing it to these set standards and
taking corrective actions as and when needed, to correct any
deviations.

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