In 150 words answer both questions

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Management has a rich past. M o s e s w a s c o n s u l t e d b y Jethro, his father-in-law, about the m e r i t s o f o r g a n i z i n g p e o p l e . Confucius of China advocated leadership should be conferred u p o n t h o s e p o s s e s s i n g p r o v e n a b i l i t i e s . A r i s t o t l e o f G r e e c e e x h i b i t e d t r e m e n d o u s w i s d o m r e g a r d i n g t h e d e v e l o p m e n t o f l e a d e r s h i p , c e n t r a l i z a t i o n , s p e c i a l i z a t i o n a n d departmentalization.

A g l a n c e b a c k i n t i m e w i l l provide a basis for understanding management’s progress. Through a n a p p r e c i a t i o n o f w h e r e management came from and where it’s headed, leaders can increase their effectiveness. Needless to say, m a n a g e m e n t i s e v o l v i n g a n d a v i g o r o u s n e w p r o f e s s i o n i s emerging.

To d ay ’ s s u p e r v i s o r s a n d managers enjoy the fruits of an a d v a n c i n g m a n a g e m e n t p r o fe s s i o n . C o n t e mp o r a r y m a n a g e m e n t a n d l e a d e r s h i p theories abound. They include v a r i a t i o n s o f t r a d i t i o n a l a p p r o a c h e s o f c o m m a n d a n d control. Present-day research has introduced the positive attributes of humanistic, empowering and par ticipator y management. Management has changed and p r o g r e s s e d t o i n c l u d e s e v e r a l disciplines of study.

R e s e a r c h e r s h a v e s u g g e s t e d management is a brand-new social science. Human relations concepts h a v e b e e n i n c o r p o r a t e d w i t h traditional management theories. This has created a dynamic field of study. Even though economics and traditional approaches to managing organizational resources

is imperative, many disciplines m u s t b e u t i l i z e d i n o r d e r t o a d v a n c e t h e m a n a g e m e n t profession.

Progressive ideas are essential because the world is changing r a p i d l y. Yo u n g a n d e n e r g e t i c employees are raised and nurtured in a society that puts enormous value on independent thinking and c r e a t i v i t y . T h i s r e q u i r e s a management profession equally adept at harnessing fresh ideas. Even though progress has been m a d e , o n e f u n d a m e n t a l i s constant. Namely, in order to stay in business, an organization must make a profit. “Businesses face the daily discipline of markets, forcing them to attend to the bottom line. When times are good, it is easy to be kind and loving; when times are bad, the bottom line wins out (Advanced Management Journal).”

management: a journey in progress

T.L. Stanley

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R e c e n t l y, A l a n We b b e r, f o u n d i n g e d i t o r o f F a s t Company Magazine, gathered t o g e t h e r s o m e o f t h e m o s t innovative minds in business. They explored the important aspects of business practices. Warren Holtsberg, Corporate V i c e P r e s i d e n t , v e n t u r e investing, Motorola Inc. said, “It’s basic: Don’t lose sight of the fundamentals. What do you do that people will pay money for? And will they pay more than it costs for you to m a n u f a c t u r e , m a r k e t a n d d e l i v e r i t ? I t ’ s a s i m p l e equation. I don’t care how new or old a company is. It’s still about business fundamentals ( F a s t C o m p a n y M a g a z i n e ) . ” This credo has been around for a long time and is the backbone o f a l l b u s i n e s s v e n t u r e s . Managers are stewards of the enterprise and should exercise g r e a t c a r e i n a d m i n i s t e r i n g organizational resources. Based o n t h i s e c o n o m i c r e a l i t y , research on the management d i s c i p l i n e m u s t r e m a i n focused.

A profession cannot really appreciate its advances without studying its past. All serious professions learn from their past trials, tribulations and accomplishments. Management is no exception. Therefore, the movers and shakers of yesterday are to be valued, because their ideas and productive endeavors h a v e c r e a t e d a n e x c i t i n g p r o f e s s i o n r e s p o n s i b l e f o r advances that are the envy of the world.

Frederick W. Taylor was the father of Scientific Management. In the late 1800’s he developed a theor y that sought to increase productivity and make work easier by scientifically studying work m e t h o d s a n d e s t a b l i s h i n g standards. “ Taylor wanted to use scientific and empirical methods rather than tradition and custom for setting work standards. Taylor’s efforts became the true beginning o f s c i e n t i f i c m a n a g e m e n t (Management).”

In the early 1900s, Henri Fayol r e s e a r c h e d a n d c a t e g o r i z e d a manager’s functions. Over time, various configurations and models have been researched and applied. A g e n e r a l c o n s e n s u s a m o n g r e s e a r c h e r s h a s i d e n t i f i e d t h e f o l l o w i n g m a n a g e r f u n c t i o n s : p l a n n i n g , o r g a n i z i n g , s t a f f i n g , monitoring and controlling. Also during this time, Lillian Moller Gilbreth was titled the “First Lady of Management” for her work in blending scientific management w i t h m o t i o n s t u d i e s a n d t h e discipline of psychology. With her husband Frank, they broke new ground in the areas of monotony, fatigue, morale and micromotion s t u d i e s . A l s o d u r i n g t h i s t i m e period, Mar y Parker Follett and C h e s t e r B a r n a r d d e v e l o p e d p s y c h o s o c i a l a n d h u m a n i s t i c theories that integrated traditional m a n a g e m e n t a n d b e h a v i o r a l sciences. Management continued to be clarified, and by the 1930s, m a n a g e m e n t w a s a r e c o g n i z e d profession.

Early Management Accomplishments

1. Division of work.

2. Formal authority.

3. Orderly workplace.

4. Chain of command.

5. Discipline and respect.

6. Fair treatment and equity.

7. Mode of payment in wages.

8. Planned work-force and stability.

9. Unity of direction and command.

10. Esprit de corps, unity and harmony.

In-house training endeavors, m e n t o r i n g r e l a t i o n s h i p s a n d g r a d u a t e s c h o o l m a n a g e m e n t degree programs have been quite beneficial to the advancement of management. This has impacted the management profession in ways only dreamed of years ago. I n a d d i t i o n , t h e f o l l o w i n g disciplines are vital in the study and application of management: O r g a n i z a t i o n a l M a n a g e m e n t , Psychology, Sociology, Social Psychology and Anthropology.

Organizational management is indispensable. It is the bedrock of the management function. Every organization depends upon l e a d e r s t h a t a r e d e t e r m i n e d

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advocates for company objectives. I n o r d e r t o c a r r y o u t t h e responsibilities of managing, five f u n c t i o n s m u s t b e e x p e r t l y utilized.

Traditional Management Functions

1. Planning = Defining and leading strategy development.

2. Organizing = Determine tasks and groupings of work.

3. Staffing = Select who will perform tasks.

4. Monitoring = Establish oversight process to evaluate results.

5. Controlling = Correct deviations due to personnel or work flow deficiencies.

P s y c h o l o g y i s i m p o r t a n t , because it is a science that focuses u p o n i n d i v i d u a l e m p l o y e e m o t i v a t i o n a n d l e a r n i n g . Successful organizations are highly concerned about each employee; therefore, managers are aware of the forces that stimulate creativity and maximize productive efforts. In a world dominated by high tech o p e r a t i o n s , e m p l o y e e s c a n become alienated quickly. So, managers and super visors must make a concerted effort to reach out and communicate. Managers that care about employees will m a ke t h e n e c e s s a r y h u m a n relations adjustments in order to u n d e r s t a n d a n d r e s p e c t e a c h employee.

Know Each Employee

1. Know their job assignment.

2. Know employee’s full name.

3. Talk to each employee every day.

4. Know their hobbies so you can relate.

5. Know what motivates each employee.

6. Know employee’s overall performance.

7. Acknowledge a job well-done with sincere appreciation.

8. Know when an employee needs to be left alone and given space.

9. Allow employee to vent in private, if they are upset about an issue.

10. If an employee comes to work feeling under the weather, show genuine gratitude.

S o c i o l o g y a t w o r k i n c l u d e s group dynamics, organizational c h a n g e , t e a m w o r k a n d g r o u p conf licts. It is imperative managers r e a l i z e s o c i a l f o r c e s a r e q u i t e powerful. Peer group pressures can be over whelming. High quality wo rk and extr aordinar y overall p e r f o r m a n c e i s n o a c c i d e n t . Managers and super visors set the tone for group accomplishments.

A team will gravitate to a high level o f p r o f e s s i o n a l c o n d u c t w h e n management is closely involved with the group. Organizational success will depend upon how well e mp l oy e e s wo r k t o g e t h e r. T h e r e f o r e , u n d e r s t a n d i n g t h e motivational forces in employee groups will go a long way toward reaching goals and objectives.

S o c i a l p s y c h o l o g y d e a l s primarily with how a team handles c h a n g e . T h e i m p a c t o f organizational change upon the group can be staggering. Continual r e i n f o r c e m e n t a n d a d d i t i o n a l training will increase employee confidence in themselves and the organization. Even though change c a n b e st r e s s f u l o n e ve r yo n e , m a n a g e r s a n d s u p e r v i s o r s c a n create a work environment where the entire work-force approaches change with a positive outlook.

A n t h r o p o l o g y f o c u s e s u p o n u n d e r s t a n d i n g t h e d i f f e r e n t cultural values present in the work force today. Since the work force is highly diverse, it is mandatory super visors and managers value d i f f e r e n t e m p l o y e e c u l t u r a l backgrounds. America is made up of a multitude of people from all over the world. This contemporary phenomenon can stimulate all organizations to be more creative, dynamic and productive.

S u c c e s s f u l m a n a g e r s a n d supervisors wear many hats. The workplace is highly complex, so the ability to shift gears and move f r o m o n e r o l e t o a n o t h e r depending upon organizational demands is imperative. A manager who can change and adapt to the

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work environment is somewhat like a U n i t e d S t a t e s A r m y S p e c i a l Forces soldier. This rugged United States Army warrior has a large backpack with all types of weapons, s u r v i v a l g e a r, c o m m u n i c a t i o n s p a r a p h e r n a l i a a n d a l a p t o p c o mp u t e r. I n d i s p e n s a b l e equipment is packed and ready to be used in order to facilitate the accomplishment of organizational o b j e c t i v e s a n d t h e s u c c e s s f u l c o m p l e t i o n o f t h e m i s s i o n . A manager has to do the same. By developing the skills and abilities needed to excel in the following roles, a manager can take on any assignment and succeed.

Roles For Managers

1. Monitor = Seeks and receives information, nerve center.

2. Figurehead = A symbol of highly competent generalship.

3. Leader = Motivates followers and is a positive role model.

4. Liaison = Develops networks of internal and external contacts.

5. Disseminator = Transmits internal and external information.

6. Resource allocator = Responsible for utilizing all resources.

7. Spokesperson = Communicates organizational actions and results.

8. Architect of Change = Establishes plan for organizational changes.

9. Entrepreneur = Searches for opportunities and initiates improvements.

10. Negotiator = Represents organization in dealings with employees and outside contacts.

Even though management is a m u l t i - d i s c i p l i n e d p r o f e s s i o n , there are no absolutes that can precisely explain the behavior of p e o p l e o r o r g a n i z a t i o n s . Management is a profession that deals with human behavior. With this in mind, simple, accurate and s w e e p i n g g e n e r a l i z a t i o n s a r e i m p o s s i b l e . H ow e ve r, i f w e continue to research and apply s o u n d p r i n c i p l e s t o m a n a g i n g organizations, we will increase our probability of success.

It is essential managers realize e ver y d ay i s d i f fe r e n t . H u m a n behavior changes, organizational resources are in a constant state of f lux and the global economy has added a complexity to the m a r k e t p l a c e t h a t c h a l l e n g e s t r a d i t i o n a l i d e a s a b o u t m a n a g e m e n t . C h a n g e i s e ve r y w h e r e . M a n a g e r s o n t h e c u t t i n g e d g e k n o w t h e y m u s t always be ready to use applicable knowledge from the past together with novel innovations in order to compete in today’s rugged and competitive world.

The management profession has m a d e g r e a t s t r i d e s a n d

advancements. Nonetheless, more n e e d s t o b e d o n e . H u m a n behavior is complex. In order to maximize organizational resources, super visors and managers must understand employees and what motivates them.

T. L . S t a n l e y i s a r e g u l a r c o n t r i b u t o r t o S u p e r v i s i o n Magazine. He currently works for t h e S t a t e o f C a l i f o r n i a ’ s E m p l o y m e n t D e v e l o p m e n t Department as an Employment P r o g r a m R e p r e s e n t a t i v e . I n addition, he worked for a large public utility for 27 years in non- management and management p o s i t i o n s . H e h a s a n extraordinar y understanding of w o r k p l a c e i s s u e s f r o m a n employee and supervisor point of view. With his seasoned work experienced, he has published e x t e n s i v e l y o n t h e s u b j e c t o f organizational life. He earned BS & MS degrees in Organizational Management from University of La Verne and an MA degree in Organizational Leadership from Chapman University.

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