Sunday, June 16, 2013

Management

Management

There have been many attempts to describe the contents of the “job” of management. It has been considered to be a separate activity from the technical functions of production, marketing and finance. Various economists separated it from factors of production (land, labour and capital).

In recent years, management deals with a number of variable that are dependent upon each other. These variables will surely increase as companies grow more complex and it will then become more difficult to trace the side-effects of a change in dealing with a specific area of management responsibility.

There are many problems to be solved. Some people try to solve them by considering changes in the structure of organization and the locations of authority and responsibility. Others hope to do it by improving the quality of decisions by new technological ideas and the use of modern methods of data processing. Yet another group expects to solve the same problems by concentrating on human relations. The vital point to be considered is that the structural, technological and human aspects cannot be separated as they all interact. For example, if a firm changes from a functional to a product grouping, problems of interpersonal relations occur. This may in turn affect the techniques of control (i.e. new financial systems may be needed). A knowledge of the above fact should enable a manager to understand that it may not be easy to find a simple answer to a problem but, by acknowledging this fact and using available knowledge wisely, answers can be much more accurate and effective.


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