essay management process

Time management

Contributed by: Kaitie Christensen and Nathan Lachner

Working backwards to reach your goal

An essay should express continued thought and/or research on a particular subject. It is harder to collect and research information when it is all done at the last minute. Time management is integral to academic writing, especially with longer essays. Utilize these tips to make the writing process as smooth as possible.

Assess the work that needs to be done

• The page or word count
• Expectations such as audience and research
• Think about all of the stages of writing: research, drafting, writing, and revision.
• Think about how much time you would need to comfortably complete each step. How long will it take you to research? How long will it take you to draft? How long will it take you to write and revise?

Plan your execution

• Determine a steady pace for your execution of the essay
• Time until the deadline

Consider time for revision

• Don’t plan to finish on the day of the deadline. It is ideal to finish the writing at least one day in advance to read over the essay and check for mistakes or possible revisions.
• If you plan your essay accordingly, the process will be less painful. You will be able to submit your essay on time.

Once you familiarize yourself with the assignment, you can work backwards from your due date to create a plan. This may feel overwhelming at first, but taking it a step at a time can help you feel confident and in control.

Backplanning

Backplanning emphasizes working backwards from the day the assignment is due to the first day you begin in order to work through all the steps of the writing assignment. Know your own preferences and set a schedule for yourself so that the writing process can be as smooth and productive as possible.  The stages below may give you an idea for how to begin breaking up the steps of the assignment.

• Explore ideas
• Brainstorm using an objective such as a research question as guidance
• Write down all the thoughts
• Cluster ideas and thoughts by similarities and how they relate to each other
• Easier to write a thesis statement once you have a solid idea of the topics your paper will discuss!
• It’s okay to leave blank spaces where you intend to come back and revise
• Helps to finalize the organization, structure, and flow of ideas, and to identify places that needs more analysis or research

You can do this step by yourself, with a friend, or with a consultant at the Writing & Speaking Center!

• Take time to fill in any blanks or remaining questions
• Read the paper over for purpose and comparing it to the prompt
• Check the strength of the thesis, organization, and evidence
• Smooth out anything that sounds awkward or rough
• Fix small mistakes like citations and formatting

You may choose to have a break between editing and re-reading in order to clear your mind after you have walked away.

• Give your assignment one last read before submitting.

You may choose to complete one step of the writing process per day, break your paper up into pieces or allot time for feedback (such as the Writing & Speaking Center). Whatever you choose to do, pace yourself and remember to schedule breaks such as weekends to give yourself a chance to walk away from the assignment and to relax!

How to write a process essay

• August 25, 2023

Process essays are one of the most common types of essays . It’s simply explaining a process of how to do something. 

In this article, we’ll show you how to write a process essay in steps with interactive examples. 

Process essay definition

Let’s take a look at the steps outlined below to write a clear and effective process essay. 

Choose a topic

You should start by choosing a topic that not only interests you but also attracts your target audience. 

Whether it’s brewing the perfect cup of coffee or conquering the art of origami, your topic should be engaging and well-defined.  Let’s have a look at topic examples:

• Crafting Exquisite Miniature Bookbindings
• Building a Sustainable Vertical Garden
• Making the Perfect Cup of Coffee

So for this guide, I’ve chosen “Making the Perfect Cup of Coffee”. Now let’s continue with the next steps.

Create a process essay outline

Now that you’ve your topic at hand, it’s time to create an outline to present the steps chronologically. Outline will also help you organize your thoughts and ideas so you won’t get lost during the writing process.

Let’s examine this step with an example of a process essay explaining “Making the Perfect Cup of Coffee”.

Process essay outline example

• Thesis statement
• Provide safety precautions if necessary.
• Address to the reader
• Provide any variations or customization options if applicable.
• End with a memorable concluding thought or call to action.

By presenting the steps in chronological order, your readers can follow the process smoothly. 

During this step, just make sure to:

• Expand on each step you outlined earlier.
• Use clear and concise language.
• Make use of bullet points or numbered lists to make the process visually appealing.

After completing the outline, it’s time to write an interesting introduction.

Write an introduction

• Hook the reader's interest with a hook sentence
• Offer a brief overview of the topic and its significance
• Introduce and explain the process with a thesis statement at the end of introduction

Process essay introduction example

Introduction

Now that we have an intro on our hand, you need to tell what materials you need to finish the process.

Write the materials needed for the process

Listing the necessary materials for the process is a best practice for process essays. Typically found just after the introduction, this paragraph is devoted to outlining the necessary materials.

Here, p rioritizing the list is important; the more influential a component is, the higher its position on the list should be.

Example material list for process essay

Body paragraphs

Materials needed

• High-quality coffee beans that align with your flavor preference.
• A grinder for optimal flavor extraction.
• Equipment for brewing methods, such as a pour-over apparatus, a drip coffee maker, a French press, or an espresso machine.
• Fresh and clean water for brewing.
• Optional additives like milk, cream, sugar, flavored syrups, or other preferred elements.

Start writing the process

Right after listing the materials needed, it’s time to start writing the process itself.

When describing your process, be careful not to make it too complicated. To keep your readers on track, use transitional words like “after,” “eventually,” “first,” “then,” and others help you maintain an understandable tone.  

Or simply use a 1,2,3, bullet point structure as seen in example below to remind readers of their step during the process.

Body paragraphs - Process writing example

Materials needed ...

• Grind the beans just before brewing for optimal freshness. Use a burr grinder and adjust the coarseness to match your brewing method (coarse for French press, fine for espresso).
• Weigh your coffee grounds using a scale. A standard ratio is 1 to 2 tablespoons of coffee per 6 ounces of water, but adjust to your taste.
• Ensure the water is heated to the ideal temperature, typically between 195-205°F (90-96°C). Water that's too hot or too cold can affect the taste.
• Pay attention to the brewing time. Generally, 4-5 minutes is suitable for most methods, but again, adjust based on your preference.
• After finishing, regularly clean your coffee maker or French press to prevent rancid oils and residue from affecting your coffee's taste.

As seen from the example above, using an imperative language structure is generally preferable. It makes total sense as you’re describing a process in steps and usually don’t need a full sentence structure. 

Give tips and supporting details

After explaining the process above, it’s now time to provide tips and supporting details. Here, make use examples, tips, and even warnings if necessary. 

In other words, anticipate the questions your readers might have and address them as you go along. 

Body paragraphs - Supporting details

Supporting details & tips

• Ensure safe handling of hot water and coffee-making equipment.
• Water that's too hot can result in over-extraction, while water that's too cold won't extract enough flavor.

Write a conclusion

At this step, you simply need to write a conclusion paragraph to end your process essay. First summarize the key points, and restate the process in a concise and short sentence. And finally, finish your process essay by a memorable sentence or a call-to-action. 

Process essay conclusion example

Revise and polish your essay.

Now that you’ve written your essay, take a breath, and then come back for some editing. Check for consistency, correct sentence structure, efficient transitions , tense selection , and other linguistic issues that may arise. 

If possible, make use of proofreading tools like QuillBot or Grammarly . 

• Think about potential reader misunderstandings and address them. If needed, explain what should be avoided.
• Offer explanations for steps that might seem unusual or complicated.
• Define any unfamiliar terms or materials that the reader might not understand. This ensures clarity in your essay.

So  you’ve successfully learned how to write a captivating process essay. Remember, practice makes perfect. The more you write, the better you’ll become.

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How to Write a Management Essay

The purpose of a management essay.

Management essays are principally intended to evaluate your learning abilities as well as application of the syllabus content in solving management issues in real-life scenarios.

This may entail the application of acquired theoretical knowledge in finding solutions to specific problems, or establishing relationships between different scenarios within a practical environment.

Therefore, management essays require you to effectively examine facts within a given management scenario, and coherently provide a knowledge-based opinion about the best position in that certain situation.  

Tips on how to Write a Management Essay

Management essays are usually regarded as some of the most common types of formal writing. Despite this, it is essential to ensure that your essay has the various attributes that reflect a good understanding of writing in the management discipline.

You are expected understand the different rules on  how to write an essay . The writing process as such requires you to identify the various measures necessary in ensuring that your essay assumes all the requisite elements. Such measures include:  

a)   Critically analyzing the essay topic:  This measure requires you to conduct an expansive research on the management essay topic. In this, you should utilize libraries and internet to acquire an in-depth knowledge about the topic in question.

The entailed search should focus on key terms, concepts, theories, and relevant bodies of knowledge. This knowledge is key in laying a solid foundation for the pertinent ideas or points to be included in the essay.

It is also important in understanding the scope of the topic under study.

b)   Examining the credibility of the information that constitutes the main points:  This measure demands that you critically analyze the type of resources you derive evidence necessary in supporting your management essay arguments from.

Remember that it is essential to ensure that all your arguments are founded on facts. Only information from reliable and credible sources should be incorporated in the essay.

Further, you should conduct further investigations on the main essay points to ensure that there is no contradiction between the available information and data.

c)   Determining the number of required points based on the essay length : It is essential that you establish the number of points necessary in supporting your argument(s) effectively. This helps accordingly regulate the length of your essay. In doing so, you must consider the nature of the essay question.

Where such a question requires focus on various areas, it important to ensure that each area is addressed with an equally fair number of points. This plays an important role in determining the essay structure.

Ordinarily, each body paragraph should constitute one point, which is well expounded upon. One main point can however in cases where further elaboration is required, be explained in two paragraphs.  

d)   Coming up with the essay’s rough draft : Developing the essay rough draft entails compiling all the collected data to form points to be used in advancing essay argument(s). Such a draft is fundamental in devising the most appropriate structure for the management essay.

This includes the sequence of the respective points. The rough draft should consider the essay structure, where it should determine the kind of information to incorporate in the introduction, body, and conclusion.

Structure of a Management Essay

Generally, the correct structure should be comprised of the introduction, the body, and the conclusion. Each part has its specific role and it should be systematically crafted to ensure that it realizes its purpose.

a)   Introduction : For a management essay, this part should concisely stipulate the issue under study. It should contain a brief history of the essay summed up with a thesis statement.

b)   The body is the core part and constitutes the key points . It should be comprehensive and coherent to effectively expound on the ideas/points while at the same time ensuring that it is fluid enough.  

c)   The conclusion entails a summary of the points in the body . It should wrap up with a reconciliation of these points with the essay thesis.   

Steps on how to Write a Management Essay

Various steps define the process of writing a management essay. These steps are as discussed below.

a)   Determining essay requirements : in this step, you are required to carefully read the instructions to determine what you are required to address in the essay.

b)   Exploring the essay topic:  this steps demands that you conduct an in-depth research on the essay topic. This research should seek to generate an insight on the issues under the topic area being studied. It is should focus only on material relevant to the topic.

c)   Develop a thesis statement : In management essays, this step entails coming up with the essay’s key argument(s). The thesis state should state this argument in a concise manner.

d)   Developing a rough draft : in this step, you should compile all the facts collected from the topic research conducted earlier to form arguments supporting the essay thesis. These facts should be put together to advance particular themes. The evidence collected should be from credible sources and should be well referenced.

e)   Developing the introduction:  this steps entails coming up with the essay’s background. It should also provide a highlight of the essay and ideas on the key argument(s). The introduction should end with the essay thesis statement. 

f)   Writing the body:  this step involves putting together the management essay’s arguments in a coherent manner. Points supporting the thesis should be well organized to effectively reflect your ideas and thoughts about the topic under study.

It is important to note that your opinions must be founded on evidence collected.

g)   Writing the Conclusion : in this step, you are supposed to summarize the essay’s points to indicate how they support the essay thesis.

h)   Proofreading:  this step requires you to go through the essay to ascertain that it answers question(s) correctly, it is devoid of errors, and it is coherent.     

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Strategic Management Process, Essay Example

Pages: 2

Words: 526

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You are free to use it as an inspiration or a source for your own work.

Introduction

The components of strategic management process are the key building blocks of every strategy which enable the organization to achieve the desired goals and objectives. it is in the realization of this fact that this paper highlights these components which are vital in strategic management.

Components of strategic management

The following elements are the major components of every strategic management process; setting of strategic vision, formulating objectives, establishing strategies to match the designed objectives, implementation and execution of the strategy and finally assessment of performance.

Setting of strategic vision is the first component of strategic management which involves searching for information that is vital for the creation of the company’s vision. The designed vision enables the organization to achieve long term mission statement. At this stage, the management of the organization has the duty of deciding the anticipated future of the business. The vision of the company cultivates its identity in the market or industry and hence achieves the purpose of existence (Evens and Wurster 2009).

Formulation of objectives involves reducing dividing the vision statement into small manageable specific objectives of the business. The objectives specify what has to be achieved within a specified time period and outline the activities and the distance involved. During formulation of a company’s objectives, the SMART principle should be used as the proper guideline that enables the company design good objectives.

Establishing strategies to match the designed objectives is the next step which entails stating the expected direction while at the same time ensuring that strategies highlight what should be pursued to realize the stated objectives. This step is aimed at making the objectives more realistic and achievable as stated in the SMART principle (Moore, 2010).

Implementation and execution, this stage involves changing the strategies into actual activities and processes of the business. At this stage, the management has the main task of ensuring that activities of the organization meet the set objectives. The stage also requires all organizational members to stick to the core values of the company regardless of the changes that may occur during implementation (Evens and Wurster 2009).

Assessment of performance is the last component of strategic management process which involves assumption of the continual transition in the organization. This stage calls for the management of the organization to develop proper techniques which can be used in analyzing and monitoring the performance of the organization (Evens and Wurster 2009).

The next section of this paper describes strategic management process used by Unilever. As international organization, Unilever has strategic management process which entail scanning of the environment for business information. This is followed by formulation of strategies to accomplish the company’s goals. The next stage taken by the company is implementation of strategy whereby the identified strategy is put into action by incorporating it into the business activities and processes. The last stage taken by the organization is evaluation of strategy whereby the organization performs internal and external assessment of the strategy (Rushton, 2011).

Evens, P. & Wurster, T. (2009). “Strategy and the New Economics of Information”, Harvard Business Review.

Moore, H. (2010), Creating Public Value: Strategic Management in Government, Cambridge: Harvard University Press,

Rushton, K. (2011). “Unilever to shake up £5.1bn global advertising spend”. London: The Telegraph.

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Essay on Performance Management Process

Through performance management, management and workers collaborate to organize, evaluate, and analyze an employee’s job objectives and contributions to the corporation. Performance management is a continual process of creating targets, measuring progress, and offering continuing feedback and coaching to ensure that workers fulfill their objectives and career goals. Armstrong and Baron (1998) consider it a never-ending process that prioritizes the future over the organization’s past. They stress the strategic and holistic character of the process, which aims to improve the efficacy of firms by enhancing the efficiency of the employees and by expanding the capacities of individuals and team contributors. The main goals of performance management are to communicate a common goal of the firm’s mission, define expectations of the firm, and ensure that the employees understand what high performance means and how to accomplish it. Also, it helps increase worker motivation and allows them to track their progress and determine what should be done to enhance overall performance. The process is more than just an annual performance review. The steps to the process can be broken down into four, including; planning, coaching, reviewing, and rewarding.

While planning, HR must describe the position in detail, including the short- and long-term goals, primary aims, detailed descriptions, and an explicit criterion for evaluating these goals and objectives. The goals should be detailed, quantifiable, attainable, and exact performance requirements should be established. Personnel has an opportunity to provide feedback on the information after managers have completed the defining step (Qureshi et al., 2010). They execute their jobs; therefore, they have a unique perspective on the skills, abilities, and goals that can best help the corporation accomplish its objectives. Both administration and the personnel agree on the role’s description, purpose, and aims. By making the first step of the process collaborative, the management set the tone for the rest of the process to be interactive. Personnel feels participated in goal setting, which is critical.

At the beginning of the process, it is critical to go over performance objectives with personnel, covering both results and behavior they are intended to accomplish during the next cycle. Behaviors are significant because they indicate how employees approach their work, support the team, mentor, and communicate to others (Pulakos, 2014). Some employees produce excellent results, but it is challenging to deal with, unfriendly, and demonstrate maladaptive work behaviors. Behavior is vital to consider in the work environment; such behaviors can be pretty disruptive. On the other hand, a worker can be interpersonally practical, kind, and exceedingly helpful but never achieve significant outcomes.

Coaching is a necessary process and should be done regularly. Employees are coached to solve performance challenges and problems to make an excellent contribution to the corporation. Monitoring performances do not include scrutinizing details of how employees do their allocated duties and activities. During couching, there is an examination of how far the employees have a cone in achieving their goals. Potential roadblocks to the staff’s performance goals and what might be done to overcome them are identified. Thoughts are made on how the team achieves its objectives (Qureshi et al., 2010). Adjustments to the work schedule are determined due to shifts in the corporation’s priorities or when staff is required to take on new duties. The management determines whether more assistance is necessary to help the employee in accomplishing their goals. Setting objectives for specific employees is an integral part of performance management and requires a successful performance evaluation. Thus, there is a need to track how far the employee has progressed towards their objectives. Also, it is important to note how they attained their goals. The idea is to measure frequently and apply the results to coaching and counseling.

A review or appraisal meeting is a chance to examine, analyze, and highlight the employee’s achievements during the appraisal period. Most appraisals include a self-examination component. Workers can analyze their performance in advance of the appraisal meeting by utilizing the performance plan and evaluation form as a guide. The procedure can aid in the identification of discrepancies between the employee’s self-perception and the manager’s perspectives and promote a more in-depth discussion of performance difficulties. To properly analyze employee performance, the manager should evaluate their performance management notes and other documentation collected during the year issues communicated to the employee before the assessment should be included in the record and meeting. Thus, ensuring that the management address performance problems while developing and assuring the employees that the performance evaluation meeting will be free of surprises (Qureshi et al., 2010). A successful review system should include all critical parts of the job, be devoid of contaminating influences, and quantify essential job attributes. It should be trustworthy and free of rating flaws. Equally important, review systems should be fair to everyone as they must meet the criteria of equality legislation.

Recognition and reward are the last steps in the process, and it helps employees stay motivated such as leadership opportunities, time-off, recognition, and new projects. Workers should be motivated by a good incentive and recognition system that aligns their objectives with the company. Staff remuneration and recognition for good performance must maximize competitiveness and yielding pay investment in such a framework. Given the high expense of reward programs, it is critical to have a well-thought-out strategy that reflects their goals and expectations. The significant functions of incentive programs are attracting and retaining qualified people, particularly in tight labor markets, driving workers to fulfill their job aims and impacting the culture, reinforcing and defining the structure like status and hierarchy, and encouraging entrepreneurship, flexibility, participation, and innovation. The end of the performance cycle provides the last opportunity for the employees and the management to give feedback on the process and input and feedback for the first stage for the next cycle.

Performance engagement aids in the development of a culture of support and trust among employees and the business. Workers are more engaged when they are aware that their efforts are recognized and appreciated. Staff who receive feedback from their employers once a year, for instance, will be detached and disengaged (Brown et al., 2018). Performance management can also be helpful when building employee development strategies, indicating that one is anticipating employee development requirements thus, boosting the overall performance.

An aging population has two significant HR impacts in terms of the management process. First, the management can ensure the delivery of knowledge held by the older workers before they retire; second, firms have to address how to maintain reliable levels of efficiency among older workers even as they remain in the firm. As the personnel that drive the knowledge-based economy ages, there seems to be a risk that critical expertise will be lost as the older workers go to retirement (Beardwell & Thompson, 2017). Therefore, knowledge transfer ensures a firm’s success, and knowledge is recognized as the most significant business resource. A performance management process is a deliberate approach for providing the appropriate information to the right individuals at the right time and a method for placing knowledge into practice to enhance corporation performance.

Understanding how diversity influences performance has become a preeminent problem for HRM as the workers continue to be more diversified and inclusive. The impact of diverse populations on workplace results has been investigated. Job satisfaction is favorably and strongly connected to diversity management. Well-managed diversity management leads to a more satisfied workforce. It implies that resources should be allocated to diversity management initiatives and training programs at the corporate level (Beardwell & Thompson, 2017). All personnel, especially supervisors, should consider diversity as a fundamental asset. At the sub-organizational level, the management interested in successful performance management should devote time and effort to comprehending the various views of staff groups. Acknowledging and handling diversity present in teams will lead to the success of the organization. Therefore, HR teams must consider diversity management as a primary instrument in the toolset of performance management. They must endeavor to provide diversity-related competencies and elevate levels of awareness and understanding throughout the company.

In conclusion, human resources are significant to a company’s success. Corporations would be unproductive if they did not have efficient personnel, and they would risk missing to carry out their stated objectives and goals. As a result, every company, as part of its strategy, implements appropriate processes of performance management, a system that aids in the commitment of staff members to the company’s goals. If personnel realize that their effort and devotion are being reviewed, they will be more motivated to continue working. To encourage the growth of remuneration or other forms of incentives like praise and appreciation, as an element related to assessment and plays a vital role in engaging workers. Thus, many multinational businesses use remuneration due to good performance in the company structure (Osmani & Ramolli), 2012). The performance review process is perceived as more formal and should be completed by the management. Still, in most instances, the evaluation of the people is done without assessing the actual capabilities and outcomes of staff performance. While the technique of remuneration is used, it all remains a matter of choice as the evaluation is variable depending on narrow political or personal interests as determined by the management or business leaders. In addition, a component that should be present in performance evaluations is a greater emphasis on the discovery and use of strategies for enhancing performance instead of their application with no beneficial consequences.

Beardwell, J., & Thompson, A. (2017).  Human resource management: a contemporary approach.  (8th ed.). Pearson.

Brown, T. C., O’Kane, P., Mazumdar, B., & McCracken, M. (2018). Performance Management: A Scoping Review of the Literature and an Agenda for Future Research.  Human Resource Development Review ,  18 (1), 47–82. https://doi.org/10.1177/1534484318798533

Osmani, F., & Ramolli), G. M. (2012). Performance Management, Its Assessment and Importance.  Procedia – Social and Behavioral Sciences ,  41 , 434–441. https://doi.org/10.1016/j.sbspro.2012.04.052

Pulakos, E. (2014).  Performance Management A roadmap for developing, implementing and evaluating performance management systems . https://www.shrm.org/hr-today/trends-and-forecasting/special-reports-and-expert-views/Documents/Performance-Management.pdf

Qureshi, J., Shahjehan, A., & Afsar, B. (2010). Performance management systems: A comparative analysis.  African Journal of Business Management ,  4 (9), 1856–1862. https://academicjournals.org/journal/AJBM/article-full-text-pdf/0ECF0F532323.pdf

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Essay on Time Management

• Updated on  
• Aug 27, 2022

“Time isn’t the main thing, it’s the only thing”- Mile Davis.

Time management is a prestigious topic for budding subconscious minds. It is one of the most crucial skills that you must inculcate from early on. This skill has vital importance when you move into a professional setting. It is extremely important to manage time efficiently as not managing time can create many problems in your day-to-day life. It is also a common essay topic in the school curriculum and various academic and competitive exams like IELTS , TOEFL , SAT , UPSC , etc. This blog brings you samples of essays on time management with tips & tricks on how to write an essay.

Essay on Time Management in 200 words

Time stops for none and is equal for all. Everyone has the same 24 hours in a day but some people make better use of time than others. This is one of the most important reasons some people are experts in what they do. Therefore, time management plays a vital role in both personal as well as professional lives.

Time management is basically an effort made consciously to spend a certain amount of time performing a task efficiently. Furthermore, it is estimated that to have better results, one needs to do productive work. Thus, productivity is the key focus here. Moreover, maintaining a careful balance between professional life, social life, and any other hobbies or activities is a great example of efficient time management.

Time management is also crucial for students from an academic perspective as students require to cover many subjects. Thus, efficiently managing time is an important skill in everyone’s life.  Around the world, there are two views for time management – linear time view and multi-active time view. The linear time view is predominant in America, Germany and England, and it aims at completing one task at a time. Whereas a multi-active view aims at completing a number at once and is predominant in India and Spain. Nevertheless, time management is one of the important traits of a successful individual, students are advised to follow whichever is convenient for them.

Essay on Time Management in 300 Words

Time Management is a key skill for job opportunities as employers recruit candidates who have this efficient skill. Thus, it is advised to initiate inculcating this vital skill as soon as possible. In the academic setting, time management plays a vital role and helps in the accomplishment of tasks efficiently and effectively.

Time management is the process of planning and performing pre-scheduled activities with the aim of increasing productivity, effectiveness and efficiency. Different cultures hold different views on Time Management. However, a multi-active time view and a linear time view are the two predominant views. In a linear time view, the aim is set to complete one particular task at a time whereas, in a multi-active view, the focus is on completing a greater number of tasks at once. Emphasis is given on productivity and effectiveness, but students are free to choose their own view of time management.

Time management is crucial as it is helpful in setting a timeline for achieving a particular goal. Moreover, it also increases the efficiency of the tasks at hand. It becomes necessary for working professionals as they need to balance their personal and professional life. Thus, they do not have time to dwell on each and every detail in every task. In such cases, a multi-active view is one of the helpful methods. Time management works best when a goal or target is set. For instance, a student becomes far more effective at learning when they decide to assign 2 hours for learning a particular concept. This is effectively a method of benchmarking progress. So, every time the activity is performed, one can measure themselves and improve upon various aspects of their tasks.The clear conclusion is that time management is a crucial skill for students and working professionals. Thus, everyone must practise time management to improve productivity and efficiency of tasks.

Tips for Writing an Essay on Time Management

To write an impactful and scoring essay here are some tips on how to manage time and write a good essay:

• The initial step is to write an introduction or background information about the topic
• You are required to use the formal style of writing and avoid using slang language.
• To make an essay more impactful, write dates, quotations, and names to provide a better understanding
• You can use jargon wherever it is necessary as it sometimes makes an essay complicated
• To make an essay more creative you can also add information in bulleted points wherever possible
• Always remember to add a conclusion where you need to summarise crucial points
• Once you are done read through the lines and check spelling and grammar mistakes before submission

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Home — Essay Samples — Business — Management — Time Management

Essays on Time Management

Time management essay topic examples, argumentative essays.

Argumentative time management essays require you to present and defend a viewpoint or approach to time management. Consider these topic examples:

• 1. Argue whether multitasking is an effective time management strategy or a productivity myth.
• 2. Defend your perspective on the importance of setting clear priorities in time management.

Example Introduction Paragraph for an Argumentative Time Management Essay: Time management is the cornerstone of productivity and success. In this essay, I will argue that multitasking, often seen as a time-saving strategy, may, in fact, hinder productivity and the quality of work. We will explore the complexities of managing tasks efficiently.

Example Conclusion Paragraph for an Argumentative Time Management Essay: In conclusion, the argument against multitasking underscores the importance of focusing on one task at a time to maximize productivity. As we reflect on our own time management practices, we are challenged to reassess our priorities and strategies for success.

Compare and Contrast Essays

Compare and contrast time management essays involve analyzing the differences and similarities between various time management techniques or approaches. Consider these topics:

• 1. Compare and contrast the time management habits of successful entrepreneurs and students.
• 2. Analyze the differences and similarities between traditional time management tools and modern digital apps.

Example Introduction Paragraph for a Compare and Contrast Time Management Essay: Time management techniques vary widely, from the strategies of successful entrepreneurs to those of students striving for academic excellence. In this essay, we will compare and contrast these diverse approaches, shedding light on their effectiveness and adaptability.

Example Conclusion Paragraph for a Compare and Contrast Time Management Essay: In conclusion, the comparison and contrast of time management techniques reveal the adaptability and flexibility required to effectively manage time in different contexts. As we explore these strategies, we are encouraged to adopt a holistic approach to time management.

Descriptive Essays

Descriptive time management essays allow you to vividly depict the processes, challenges, or benefits of effective time management. Here are some topic ideas:

• 1. Describe a day in the life of a highly organized and time-efficient individual, highlighting their routines and practices.
• 2. Paint a detailed portrait of the impact of procrastination on academic performance, focusing on the challenges faced by students.

Example Introduction Paragraph for a Descriptive Time Management Essay: Effective time management is often associated with well-organized individuals who follow structured routines. In this essay, I will immerse you in the daily life of a highly organized person, shedding light on their time management practices and the benefits they reap.

Example Conclusion Paragraph for a Descriptive Time Management Essay: In conclusion, the descriptive exploration of a highly organized individual's daily life underscores the positive impact of effective time management. As we reflect on these practices, we are inspired to implement strategies that enhance our own time management skills.

Persuasive Essays

Persuasive time management essays involve convincing your audience of the benefits of a specific time management strategy or the importance of time management in achieving personal and academic goals. Consider these persuasive topics:

• 1. Persuade your readers to adopt the Pomodoro Technique as an effective time management method for increased productivity.
• 2. Argue for the inclusion of time management courses as a mandatory part of college curricula to enhance students' academic success.

Example Introduction Paragraph for a Persuasive Time Management Essay: Time management strategies can significantly impact our productivity and well-being. In this persuasive essay, I will present a compelling case for the adoption of the Pomodoro Technique as a highly effective method to maximize focus and productivity during study or work sessions.

Example Conclusion Paragraph for a Persuasive Time Management Essay: In conclusion, the persuasive argument for the Pomodoro Technique highlights its potential to revolutionize our time management practices. As we consider its benefits, we are encouraged to explore innovative approaches to optimizing our time and achieving our goals.

Narrative Essays

Narrative time management essays allow you to share personal stories or experiences related to time management challenges and successes. Explore these narrative essay topics:

• 1. Narrate a personal experience where effective time management played a pivotal role in achieving a challenging goal.
• 2. Share a story of overcoming procrastination and its impact on your academic performance.

Example Introduction Paragraph for a Narrative Time Management Essay: Time management is a skill we all grapple with, often through personal experiences. In this narrative essay, I will take you on a journey through a pivotal moment in my life when effective time management became the key to achieving a challenging goal. This narrative highlights the transformative power of time management.

Example Conclusion Paragraph for a Narrative Time Management Essay: In conclusion, the narrative of my personal journey toward effective time management underscores the importance of this skill in achieving our aspirations. As we reflect on our own experiences, we are reminded of the immense potential within us to master time management and reach our goals.

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The Concept of Time: Time Management and Its Importance

Time management in daily life, time management: finding a healthy balance between college and social obligations, poor time management can make a student athlete fail, get a personalized essay in under 3 hours.

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Time Management and Its Importance

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Effective time management involves the deliberate organization and utilization of time to enhance productivity, efficiency, and effectiveness in completing various tasks and activities. It encompasses the process of planning, prioritizing, and allocating time to specific endeavors, enabling individuals to make the most out of their available time resources.

The concept of time management has roots in ancient civilizations where societies recognized the significance of organizing and prioritizing tasks within the limitations of time. However, the modern concept of time management emerged in the 20th century with the rise of industrialization and increased focus on efficiency and productivity. Frederick Winslow Taylor, an influential figure in the field of management, introduced scientific management principles in the early 1900s, emphasizing the need for systematic approaches to increase productivity. This laid the foundation for time management as a structured discipline. In the 1950s and 1960s, time management techniques gained further popularity with the publication of books like "The Time Trap" by Alec Mackenzie and "How to Get Control of Your Time and Your Life" by Alan Lakein. These works provided practical strategies and frameworks for individuals to manage their time effectively. Since then, time management has evolved with advancements in technology, leading to the development of various tools and methodologies.

Prioritization: Identifying and categorizing tasks based on their importance and urgency. This allows individuals to focus on high-priority activities and allocate their time accordingly. Goal Setting: Setting clear and specific goals helps individuals stay focused and motivated. By defining objectives, they can align their tasks and activities to achieve desired outcomes. Planning: Creating a structured plan or schedule helps in organizing tasks and allocating time for each activity. This allows individuals to have a clear roadmap and ensures that important tasks are not overlooked. Time Blocking: Blocking out specific time periods for different activities helps individuals dedicate uninterrupted time to important tasks. It helps avoid distractions and increases concentration and efficiency. Delegation: Recognizing when tasks can be delegated to others is essential for effective time management. Delegating tasks to capable individuals frees up time for more critical responsibilities. Procrastination Management: Overcoming procrastination is crucial for effective time management. Employing strategies like breaking tasks into smaller, manageable parts and utilizing time management techniques can help combat procrastination. Self-discipline: Developing self-discipline and sticking to planned schedules and routines is vital for effective time management. It involves making conscious choices, setting boundaries, and avoiding time-wasting activities.

The Time Quadrants Theory: This theory, popularized by Stephen Covey, categorizes tasks into four quadrants based on their urgency and importance. It emphasizes prioritization and encourages individuals to focus on tasks that are both important and not urgent to prevent last-minute stress and crisis management. The Pomodoro Technique: Developed by Francesco Cirillo, this theory suggests breaking work into short, focused intervals called "pomodoros." Each pomodoro lasts around 25 minutes, followed by a short break. This technique aims to enhance concentration and productivity by promoting sustained focus and regular breaks. The Eisenhower Matrix: Named after President Dwight D. Eisenhower, this theory involves organizing tasks into four quadrants based on their urgency and importance. It helps individuals identify tasks that are important but not urgent, allowing for proactive planning and long-term goal achievement.

Personal Productivity: Effective time management enables individuals to prioritize tasks, set goals, and allocate time efficiently. It helps them accomplish more in less time, reduce stress, and maintain a healthy work-life balance. Academic Success: Students who effectively manage their time can allocate sufficient study hours, meet deadlines, and maintain a disciplined study routine. Professional Growth: Organizing tasks, setting priorities, and meeting deadlines contribute to increased productivity and job satisfaction. Effective time management also allows professionals to allocate time for skill development, career advancement, and maintaining a healthy work-life integration. Project Management: Time management is essential in managing projects, both small and large. It involves creating project schedules, allocating resources, setting milestones, and tracking progress. Stress Reduction: Efficient time management helps individuals reduce stress by avoiding procrastination, managing deadlines, and maintaining a sense of control over their time. It allows for adequate rest and leisure activities, promoting overall well-being.

1. According to a survey conducted by the American Psychological Association, 44% of working adults reported that lack of time management was a significant source of stress in their lives. 2. A study published in the Journal of Applied Psychology found that individuals who engage in effective time management strategies are more likely to experience higher job satisfaction and lower levels of burnout. 3. Research has shown that multitasking, often considered a time management technique, can actually decrease productivity. A study conducted at Stanford University revealed that individuals who multitasked frequently had more difficulty focusing, exhibited reduced cognitive control, and took longer to complete tasks compared to those who focused on one task at a time.

Time management is a topic of great importance in today's fast-paced and demanding world. Writing an essay about time management allows individuals to explore the strategies, principles, and benefits associated with effectively managing one's time. Understanding and implementing effective time management techniques is crucial for individuals in all aspects of life, whether it be in academics, work, or personal pursuits. By delving into this topic, an essay can provide valuable insights on how to optimize productivity, prioritize tasks, and achieve a better work-life balance. Moreover, exploring the topic of time management allows individuals to reflect on their own habits and behaviors regarding time utilization. It encourages self-awareness and self-reflection, leading to the development of skills that can enhance efficiency and reduce stress. Furthermore, addressing the topic of time management provides an opportunity to discuss the challenges faced in today's digital age, where distractions are abundant. It encourages readers to explore techniques to overcome procrastination and manage digital distractions effectively.

1. Covey, S. R. (1989). The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change. Free Press. 2. Allen, D. (2001). Getting Things Done: The Art of Stress-Free Productivity. Penguin Books. 3. Vanderkam, L. (2016). 168 Hours: You Have More Time Than You Think. Portfolio. 4. Tracy, B. (2007). Eat That Frog!: 21 Great Ways to Stop Procrastinating and Get More Done in Less Time. Berrett-Koehler Publishers. 5. Fiore, N. A. (2007). The Now Habit: A Strategic Program for Overcoming Procrastination and Enjoying Guilt-Free Play. Penguin Books. 6. Morgenstern, J. (2004). Time Management from the Inside Out: The Foolproof System for Taking Control of Your Schedule and Your Life. Henry Holt and Co. 7. Lakein, A. (1974). How to Get Control of Your Time and Your Life. New American Library. 8. Vanderkam, L. (2020). Juliet's School of Possibilities: A Little Story About the Power of Priorities. Portfolio. 9. Kruse, K. (2015). 15 Secrets Successful People Know About Time Management: The Productivity Habits of 7 Billionaires, 13 Olympic Athletes, 29 Straight-A Students, and 239 Entrepreneurs. The Kruse Group. 10. Parkinson, C. N. (1958). Parkinson's Law: The Pursuit of Progress. John Murray.

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Essay on Management: Top 9 Essays

Here is a compilation of essays on ‘Management’ for class 9, 10, 11 and 12. Find paragraph, long and short essays on ‘Management’ especially written for school and college students.

Essay on Management

Essay Contents:

• Essay on the Importance of Management

1. Essay on the Introduction to Management :

Management is a vital aspect of the economic life of man, which is an organised group activity. It is considered as the indispensable institution in the modern social organisation marked by scientific thought and technological innovations. One or the other form of management is essential wherever human efforts are to be undertaken collectively to satisfy wants through some productive activity, occupation or profession.

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It is management that regulates man’s productive activities through co-ordinated use of material resources. Without the leadership provided by management, “the resources of production remain resources and never become production”.

In the words of Drucker manager is the life-giving dynamic element in every business. Productive resources-men, money, materials-are entrusted to the organising skill, administrative ability and enterprising initiative of the management.

Modern business is the complex scene of forces of change constantly at work. The size, strategy, structure, motivation of modern enterprises underline the need of creative touch in successfully piloting their affairs. New products, new methods and techniques appear day-after-day to cater to the ever-changing trends of consumers’ tastes and needs. The ceaseless competitive drive to capture markets necessitates intellectual handling of refined requirements of consumers.

Management today is not just an exercise of blind authority or bossism but it implies scientific thinking, accurate planning and meticulous control to ensure quick and better results. Management has become a profession in view of the modern business becoming more sophisticated.

As ownership gets divorced from management, specialisation in business operations becomes more marked. Proprietors, shareholders and even their directors remain comparatively in the background and experts specialising in delicate and intricate matters of industrial techniques play increasingly positive and prominent role in running the business. Professional experts like engineer, scientist, market surveyor, trained executive, researcher, technician, occupy important place in running the affairs of an enterprise today.

Management now a days, therefore, consists of cadre of experts who performs a profitable job to build-up the competitive strength of the firm and they strive to “develop and expand the assets and profits” of the proprietors. According to Drucker, “Management, which is the organ of society specially charged with making resources productive, that is, with the responsibility for organised economic advance, therefore, reflects the basic spirit of the modern age.”

2. Essay on the Meaning and Definition of Management:

It is not an easy job to give the exact meaning of management.

Different writers have used the term “Management” in different senses, which will be clear from the following discussion:

Management as a Process :

In the words of George R. Terry, “Management is a distinct process consisting of planning, organising actuating and controlling performed to determine and accomplish objectives by the use of human beings and other resources.” The elements of management are: planning, organising, actuating (directing) and controlling.

These are also called the functions of management. It is through the performance of these functions that management is able to effectively utilise manpower and physical resources such as capital, machines, material, etc. to produce goods and services required by the society.

This has been shown in Fig. 1:

Henri Fayol has defined management as a process consisting of five functions: “To manage is to forecast and plan, to organise, to command, to coordinate and to control.”

However, modern authors do not view coordination as a separate function of management. They consider it as the essence of managing. Koontz and O’Donnell have classified the functions of management as follows: planning, organising, staffing, directing and controlling. These functions are inter-dependent and interrelated. There is no fixed sequence of their performance. They are performed more or less simultaneously.

Management is regarded a process because it involves a series of functions as shown in:

It starts with planning and ends with controlling. But it does not mean that managerial functions are followed in a specific sequence. A manager performs all the managerial functions simultaneously. Moreover, Management is a never-ending process.

There are three features of management as a process:

(i) Management is a social process as it deals with human beings.

(ii) Management is an integrating process as it organises human resources for the efficient use of other resources like capital, materials, technology, machines, etc.

(iii) Management is a continuous process. It is always involved in identifying the organisation problems and solving them.

“Management is the technique of getting things done.”

“Management is the art of getting things done.”

Marry Parker Follet defined management as “an art of getting things done through others”. This is a traditional definition of management. It emphasises that management directs the workers for getting results from them and supervises their performance. The workers are treated merely as a factor of production like materials, machines and capital.

This definition is insufficient in the modern world because of the following reasons:

(i) The above definition is incomplete because workers are treated as a mere means to organisational goals.

(ii) The management tries to manipulate the behaviour of the workers.

(iii) The needs and aspirations of the workers are not considered.

People are not mere cogs in the wheel and so they should not be treated as commodity or mere means to certain ends. Needs and aspirations of the people working in an organisation should not be overlooked. They must be satisfied so as to obtain sustained and consistent effort towards organisational objectives.

Management may be defined as a technique of getting things done through others by satisfying their needs and providing them opportunity for growth and development. According to Harold Koontz, “Management is the art of getting things done through and with people in formally organised groups. It is the art of creating environment in which people can perform as individuals and yet cooperate towards attainment of group goals.”

In order to accomplish results, management must create opportunities, and encourage growth and development of employees and provide guidance and assistance, wherever necessary. All this demands skillful application of the basic principles of the science of management. Managers must have conceptual, technical and social skills in translating the abstract organisational philosophy into concrete action.

Management is the dynamic life-giving element in every organisation. It is the activating element that gets things done through people. It provides the force necessary to transform the resources of a business organisation into desired goods and services. The primary job of management is to convert the disorganised resources of men, machines and materials into a productive organisation.

Management as a Group :

In the words of sociologists, management is a group or a class who together carry out various managerial activities.” Thus, management refers to the group of people in an enterprise who are carrying out management functions.

In other words, all individuals occupying managerial positions are collectively known as management. A manager is a person who performs the managerial functions of planning, organising, staffing, directing and controlling.

Since a manager performs the managerial functions, he is a member of the management of the organisation. Used in this sense, management includes all those who manage the affairs of an organisation. But in practice, the term ‘management’ is used to indicate the top management consisting of chairman, managing director or chief executive and Board of Directors.

Management as a Discipline :

As a discipline, management refers to the body of knowledge and a separate field of study. Management is an organised body of knowledge which can be learnt through instructions and teaching. It entails the principles, practices, techniques and skills of management which help in achieving organisational objectives. This discipline is taught widely in schools and colleges in most of the countries of the world.

Management has acquired the status of a discipline because of the following two reasons:

(i) A lot of research is being carried out by the scholars in the field of management. The results of research will be useful for future managers.

(ii) It is a specialised body of knowledge, which is studied and practised in management institutions.

Management as an Activity :

Management is an activity concerned with getting things done through people and directing the efforts of individuals towards a common objective. In the words of Harold Koontz, “Management is the art of getting things done through and with people in formally organised groups.”

Management gets results from the people by satisfying their needs, and expectations, and providing them opportunity for their personal growth. Management is a distinct activity in any organisation which is necessary for the achievement of its objectives.

According to another functional classification management activities are classified as:

Classification of Management Activities

1. Informational Activities:

Management has to act as a communicative link between subordinates and superiors. On one hand management receives, requests explanations, statements and suggestions from their subordinates and on the other hand it also receives orders and instructions from superiors. In their informational role as managers the requisite information is passed on to both subordinates and superiors.

2. Decisional Activities:

Management being both administrative and executory has to take routine and strategic decisions regarding various operational activities so that the organisation work is executed smoothly. In their decisional role as managers, management can also be termed as innovators, resource allocators, negotiators and crisis managers.

3. Inter personal Activities:

Management being a team work and group activity requires cooperation, coordination and harmonious relationship between individuals and departments. In order to integrate and charrelise best efforts of individuals to attain predetermined objectives of the enterprise, managers in their interpersonal role act as a figure head of the enterprise, as a leader and as a liason.

Other Definitions of Management:

Various writers have given various definitions of the management.

The following are some of the important definition:

According to E.F.L. Brech, “Management is the process of planning and regulating the activities of an enterprise.”

According to Lawrence A. Appley, “Management is the development of people and not the direction of things management is personnel administration.”

According to Koontz and O’Donnell, “It is the task of manager to establish and maintain an internal environment in which people working together in groups can perform effectively and efficiently towards the attainment of group goals.”

According to Kimball and Kimball, “Management embraces all duties and functions that pertain to the initiation of an enterprise, its financing, the establishment of all major policies, the provision of all necessary equipment, the outlining of the general form of organisation under which the enterprise is to operate and the selection of the principal officers. The group of officials in primary control of an enterprise is referred to as “the management.”

According to William Spriegel, “Management is that function of an enterprise, which concerns itself with the direction and control of the various activities to attain the business objectives.”

According to Keith and Gubellini, “Management is the force that integrates men and physical plant into an effective operating unit.”

According to S. George, “Management consists of getting things done through others. Manager is one who accomplishes the objectives by directing the efforts of others.”

According to Newman, Summer, Warren, “The job of management is to make cooperative endeavour to function properly. A manager is one who gets things done by working with people and other resources in order to reach an objective.”

3. Essay on the Characteristics of Management:

The main characteristics of management are as follows:

(i) It is Goal-Oriented:

The important goal of all management activities to achieve the objectives of a business concern. The objectives of the business may be economic, social and humane.

(ii) It is a Process:

When it is used in the sense of a process, it refers to what management does. In other words, it refers to the process of managing, planning, organising, staffing, guiding, directing supervising and controlling.

(iii) It is a Group Activity:

For the success of a business, it is necessary that all human and physical resources are co-ordinated to achieve the maximum levels of productivity. We all know that the combined productivity of various resources will always be higher than the total productivity of each resources.

(iv) Management is Universal:

It is required in all types of organisations, e.g., family, club, university, government, army, business. The basic principles of management are applicable in business as well as in other organisations. However, these principles are flexible and they can be modified to suit different situations.

(v) It is an Art and Science:

It consists of both the elements of science and art. The science of management gives a body of principles or laws for guidance in the solution of specific management problems and objective evaluation of results. The management as an art consists of this use of skill and effort for producing desirable results or situations in specific cases.

(vi) It is a Factor of Production:

Not only the land, labour and capital are of effective use for the production of goods and services but the managerial skills are also used effectively for this purpose.

(vii) Management is Dynamic:

Management denotes is an ever-changing environment, It involves adoption of an organisation to changes in its environment, and modifying the environment for the benefit of the organisation. Therefore, management is a constantly growing process.

(viii) Management is a Profession:

Management is considered to be a profession as it possesses all the attributes of profession as:

(i) A systematic corpus of knowledge,

(ii) A period of apprenticeship, and

(iii) A code of conduct.

(ix) Management is an Important Organ of Society:

Management has become an important organ of society. Management of large scale undertakings influence the economic, social, moral, religious, political and institutional behaviour of the members of the society.

(x) It is a System of Authority:

In every organised group supreme authority must rest somewhere. There should be a clear line of authority from the supreme authority to every individual in the group.

4. Essay on the Nature of Management:

A study of literature of management often gives rise to a question as to whether management is a science or an art. The brief discussion which follows leads us to the conclusion that it is both a science and an art.

Management as a Science :

Science is by definition a body of knowledge gathered by experimentation and observation, artificially tested and expressed in the form of general principles.

Following are the essential features of science:-

1. Systematised Body of Knowledge:

Science being ‘systematic’ is based on cause and effect relationship. It consists of theories and principles which have the capacity to give reasons for past happenings and at the same time, can be used to predict the result of specification in future.

2. Scientific Methods being used:

Personal opinions and individual likes and dislikes don’t influence scientific principles. They are obtained through scientific investigation and reasoning. They are critically tested and can be scientifically proved at any time.

3. Principles based on Experiments:

Observation and testing the validity and truth through experimentation makes a statement, a principle.

4. Universally applicable:

Scientific princAples may be applied in all situations and at all times, exceptions though may be logically explained. These principles, under required given conditions never fail at any place or point of time.

The debate about whether or not managing is a science continues. The answer to this question depends largely on the degree to which the scientific method is used to determine managing principles and solve managing problems.

Management satisfies many of the scientific principles, for e.g.:

1. Management is a systematised body of knowledge. Its principles explaining cause and effect relationship between various variables, e.g., Principle of Unity of Command if not followed leads to inefficiency, confusion and duplication of work.

2. Management principles are evolved on the basis of observation and repeated experimentation. For instance, it is being observed through experiments that if stability in tenure of an employee is not there, his working efficiency decreases.

But, at the same time, there exists many scientific features which do not coincide with those of management.

Briefly, the method of science consists of the following steps:

1. Facts or data are collected in an objective manner.

2. These facts are classified in some way, usually on the basis of similarities or dissimilarities, in an attempt to make the data more meaningful.

3. From the classifications, hypotheses are formulated establishing cause and effect relationships between various given factors.

4. The hypotheses are then tested to determine their reliability and validity.

5. After the hypotheses are verified and if they stand the test of time, they then have interpretive or predictive value when applied to similar phenomena.

In referring to the hope of dream that a true science of management may someday be achieved. Professor Mee states, “This hope probably will be realized in another chapter in another book in another century.” Perhaps the best that can be said is that a science of management is just beginning to emerge.

It has often been stated that even when management attempts to use the method of science (from which managing principles are also derived), management is neither as precise nor as comprehensive as the natural and social sciences.

There are several reasons why this is true:

1. The rational approach and the application of the method of science are relatively new in business and industry. As a result, managing has not developed the comprehensiveness found in other disciplines that have used the scientific approach for a much longer time.

In fact, one of the more significant developments in the last seventy-five years in the field of management has been the tendency toward using the rational approach in solving management problems.

2. Relatively few managers are trained or experienced in using the method of science. Those who are trained may find it too time-consuming and, because of this as well as other limiting factors, seek other ways to reach decisions and to solve problems.

3. Precision measuring instruments and tools are not always available in management. A manager is forced to use relative measurement where absolute measurement is not possible or feasible. To evaluate the performance of a group of supervisors, for example, he may have to use a relative measuring device such as a carefully prepared rating scale. For his purposes, however, the relative measuring technique is just as useful and effective.

4. In the physical sciences, the researcher works with a single variable, holding all other factors constant. Managers can seldom do this. They almost always deal with people, the human element with all its weaknesses. The human element can never be treated as a constant; hence precision is less than in the physical sciences, though equal to that of the social sciences. Businessmen are always dealing with the unpredictable: people, governments and nature.

5. Most importantly, managerial decision-making, unlike problem solving in the sciences, stresses action rather than truth. A manager’s decisions must have practical application. Managers strive for reasonable results under uncertain conditions rather than for perfection. A method, technique, or device only has to be “good enough” to get the job done.

Management as an Art :

Art refers to the skill to put into action a systematized body of knowledge for the achievement of a given task. To get mastery in any skill it is necessary to have the thorough knowledge of the principles of doing the particular task. At the same time it is necessary to possess the tact, the care to be taken, the discretion and proper judgement in applying the principles involved.

Presence of mind, promptness to react to the given situation and correct response demanded by the prevailing condition are all essential to perform skillfully the task undertaken.

Experiences and judgement add to this skill. Management is also an art as it is necessary to apply the principles of management in planning, organising, staffing, directing and controlling the whole series of activities all through the managerial process.

Throughout the stages of the process of decision-making and execution of these decisions all the individuals occupying various positions at different levels of management need all the skills involved.

Briefly, these skills are called the planning skills, the organising skills, the staffing skills, the directing skills (how to motivate, to communicate, and to lead) and the controlling skills. Sometimes it is said that a good manager is born and not made. But it has been now established and accepted that it is through learning and training process that skilled managers are developed.

As Koontz and O’Donnell have rightly pointed out the work of managing a business or any group activity is an art. But for this the organised body of knowledge is required. It is certainly a science. Thus art and science are not exclusive terms but complementary ones.

Management as an art has the following features:

(a) Personal Skill:

Human beings apart, there are other factors which vary in their effect and role in the achievement of the managerial tasks. Managers have to apply their skill to deal with them.

(b) Practical Knowledge:

Business enterprises involve risks. Only those who have experience can deal effectively with such risks.

(c) Result Oriented Approach:

Management as an process aims at achieving concrete goals. It aims at utilising available resources optimally by creating a congenial atmosphere.

(d) Personal Judgement:

No doubt there are useful principles of management, but it needs individual judgement to apply them properly and at appropriate time. It means art is necessary.

(e) Continuous Practice:

The art of management is much older than the science of management which as an organised body of knowledge is hardly about ninety to hundred years old.

Management: Both Science and Art :

Management is a combination of an organised body of knowledge and skillful application of this knowledge. According to Brech, “A systematic body of knowledge underlies the competent practice of management”.

Much of this knowledge are to be found in various academic disciplines. Competent performance of various management functions necessarily needs an adequate basis of knowledge and a mature scientific approach.

Thus management is both a science and an art. It is a science because it uses certain principles. It is an art because it requires continuous practice to ensure the best possible result. Thus science and art in management are not mutually exclusive. Both of them exist together in every function of management.

Management as a Profession:

Profession is defined as a composite of intellectual and executive qualities applied to carry out successfully the specified activities for the benefit of others. It is an intellectual field. One enters into it to work without any expectation of a direct share in the profits earned out of the activities to carry out which one might be contributing his specialist knowledge or intellect.

According to George, “Profession is that which has a well-defined body of knowledge, which is learned, intellectual and organised, to which entry is restricted by examination, or education and which is primarily concerned with service to others above self-award.”

Features of Profession:

The above statement makes the following features of profession clear:

1. Existence of a body of knowledge, techniques, skills and specialised knowledge.

2. Formalised methods of acquired training and experience.

3. The establishment of a representative organisation with professionlisation as its goal.

4. The formation of an ethical code for the guidance of its conduct.

5. The charging of fees based on the nature of service extended.

In the light of what has been said above management can be said to be a profession.

The arguments in favour of this statement are given below:

1. Body of knowledge:

All over the world there is marked growth of an organised systematic body of knowledge about management as a process.

2. Formal methods of teaching:

The establishment of professional schools of management in which management as a body of knowledge can be taught is seen everywhere. India is no exception to it as is clear from the establishment of Indian Institutes of Management at Ahmedabad, Calcutta, Bangalore, Lucknow and Post­graduate Departments of Management as well as Institutes/Colleges of Management being established in different parts of the country.

3. Fee as remuneration:

The number of management consultants is increasing Even a large number of well reputed firms are establishing their consultancy agencies.

4. Existence of ethical code:

There is growing emphasis on the ethical basis of management behaviour.

5. Establishment of representative organizations:

Both at the national and international levels management associations have been formed with their membership rules, codes of conduct, etc. All India Management Association, New Delhi.

National Institute of Personnel Management, Calcutta, Institute of Marketing and Management, Institute of Chartered Accountants of India, New Delhi, Institute of Costs and Works Accountants of India, Calcutta are the well established associations in India. And many more organisations in the specialised fields/ branches of management are being organised.

Management as Profession: A Controversy :

However, there is no agreement on this point. Questions are asked: Is management a profession? Is it becoming a profession? As it is well known, a large number of business units are operating as sole traders and single entrepreneurship enterprises. By definition and in practice they are managed by proprietor-managers. So is the case with partnership firms and joint Hindu family firms.

But company form of business enterprises in India and corporate organisations in USA and other countries are even by definition the enterprises in which ownership is divorced from management. Even then question remains if all of them are managed by professional managers. As things stand, under law it is the shareholders who elect the Board of Directors from amongst themselves.

Thus the topmost group at the top level management of a company or corporate body are not professional managers. But all the big companies operating on large scale do appoint executives and managers on salary-cum-perks basis. Thus they are the professional managers.

In large companies even the Vice Presidents of marketing, finance, etc. who are on the Board of Directors are the professional managers. So are all those working at the middle level and lower level of management. In case of public undertakings management is in effect with the professional managers. Exceptions to it are Departmental Undertakings such as Railways. Posts & Telegraphs etc. which are controlled by the various departments of the Government.

But there also other than the Minister-in-charge all those looking after the management are professionals. A new trend is becoming more and more marked. Proprietary managers are becoming more interested in acquiring the latest knowledge and technique of management. They are sending their own sons, daughters and other close relatives abroad to acquire degrees and diplomas in management.

Others are joining short- term courses in management run by organisations like Administrative Staff College, Hyderabad. All India Management Association etc. Such persons are now occupying positions at the topmost layers of the managerial hierarchy.

Are these persons to be regarded as proprietary managers or professional managers ? No doubt all the features of profession are not applicable to them. But they do possess other features.

In conclusion, it may be said that all the requirements of profession are not satisfied by managers at the top. But management is, by and large, becoming professionalised, it is more so in the developed nations. But even in India large number of managerial cadres are getting professionalised.

This is applicable to both the public and private sectors. Even the case of smaller enterprises, which are run by proprietary managers, assistance of professionals such as chartered accountants, cost accountants and lawyers are being utilised to a great extent.

5. Essay on the Objectives of Management:

Objectives can be divided into three categories: Individual, Social and Organisational. Recognising the three categories and reacting appropriately to each is a challenge for all modern managers.

(I) Individual Objectives :

Individual objectives are the personal goals each organisation member would like to reach through activity within the organisation. These objectives might include high salary, personal growth and development, peer recognition, and societal recognition.

(II) Social Objectives :

Social objectives deal with the goals of an organisation toward society. Included are obligations to abide by requirements established by the community, such as those pertaining to health, safety, labour practices and price regulation.

Further, they include goals intended to further social and physical improvement of the community and to contribute to desirable civic activities.

It should be noted that most business houses in achieving their primary goals also contribute to their respective communities by creating needed economic wealth, employment and financial support to the community.

(III) Organisational Objectives:

Drucker indicates that the very survival of management may be endangered if managers emphasize only a profit objective. This single-objective emphasis encourages managers to take action that will make money today with little regard for how a profit will be made tomorrow.

In practice, managers should strive to develop and attain variety of objectives in all management areas where activity is critical to the operation and success of the system. Following are the eight key areas in which Drucker advises managers to set management objectives.

1. Market Standing:

Management should set objectives indicating where it would like to b£ in relation to its competitors.

2. Innovation:

Management should set objectives outlining its commitment to the development of new methods of operation.

3. Productivity:

Management should set objectives outlining the target levels of production.

4. Physical and Financial Resources:

Management should set objectives with regard to the use, acquisition and maintenance of capital and monetary resources.

5. Profitability:

Management should set objectives that specify the profit the company would like to generate.

6. Management Performance and Development:

Management should set objectives that specify rates and levels of managerial productivity and growth.

7. Worker Performance and Attitude:

Management should set objectives that specify rates of worker productivity as well as the attitudes workers possess.

8. Public Responsibility:

Management should set objectives that indicate the company’s responsibilities to its customers and society and the extent to which the company intends to live up to those responsibilities.

6. Essay on the Levels of Management:

More of the authors have conceived of three levels of management in any fairly-sized business undertaking.

These are as follows:

1. Top Level Management

2. Middle Level Management

3. Lower level Management

Management is considered as a Three-tier activity. The top tier centres round the determination .of objectives and policies, the middle tier concerned with implementation of policies through the assistance of lower tier of the organisation.

The various tasks in a business enterprise “become structured somewhat like a pyramid, with the highest level of management centred at its apex”.

The managerial set-up of any undertaking, therefore consists of three levels – Top Management, Middle Management and Operating Management or Lower Level Management.

The following chart illustrates Levels of Management in a company form of enterprise of fairly large size:

This gradation of level of management is not a watertight arrangement but represents a hierarchy of authority and responsibility designed to secure a systematic sequence of operations. Each level is blended into another through its functions and all the layers of authority constitute an integrated arrangement.

The demarcation of the levels is only to analyse the range of responsibility and span of control and it underlines the principle of specialisation in administrative executive processes.

A. Top Level Management:

Top level management is made up of Board of Directors, its Chairman, Managing Director or General Manager and other key officers responsible for smooth and systematic conduct of the affairs of the enterprise.

The top level management is a concept of functions concerning the manner in which the enterprise should be shaped.

In view of large size of modern companies, the key functions cannot be performed by a single person, and hence a compact group of elected office-bearers, experts and executives form the top management level of enterprises these days. Board of Directors is assisted by Managing Director, General Manger etc. in directing the company’s operations.

Top level management’s work is a creative process and it also involves commitments of high order of responsibility. As Allen observes “top-management work is a work which must be performed at the apex of the organisational pyramid because it cannot be carried out effectively at lower levels.”

Top management is also described “as the policy-making group responsible for the overall direction and success of all company activities.” It is a chief custodian of the property of the enterprise. It is the main mobiliser of resources in men and materials essential for the inception, maintenance, operations and expansion of the undertaking.

It is more basically a panel of planning the company’s operations and in due course shall develop into an evaluating and controlling medium for securing the maximum possible performance. It is concerned with the problems and policies of the entire enterprise.

The functions of top management include:

“Identifying key factors for the survival and growth of the company and devising basic objectives, policies and programmes for dealing with these factors: being sensitive to the inter-dependence of the numerous actions and maintaining a strategic balance in these actions; and keeping an eye on how current activities of the company will cutting with predicted changes-social, political, technological and competitive-and adopting company plans to the anticipated environment.”

Functions of the Managers at the Top Level Management :

The fundamental functions of mangers of the top management may be classified into the following categories:

(1) Determining the objectives.

(2) Framing the policies and making plans to carry out the objectives and policies.

(3) Setting up an organisational framework to conduct the operations as per plans.

(4) Assembling the resources needed to put the plans into operation.

(5) Controlling the operations through organisation.

1. Determining the Objectives :

Objectives are goals which every enterprise seeks to achieve. Most of the companies describe in detail the nature of their activities in the objects clause of their Memoranda of Association. But by and large the general objectives which top management should aim at are survival, profit, business growth, prestige or status and social acceptance.

Production of particular product of specific quality, satisfaction of customer’s needs, earning of profit by production and sales, looking out for expansion and diversification of business, building up an image or reputation of the company in the eyes or estimation of the society are the broad objectives set up by top management.

Objectives also may be specific. They relate to types of activities. Specialty in workmanship, competitive pricing, marketing method, widening the area of sales abroad, relations with the workers, customers, public, government, etc.

2. Framing of Policies :

The objectives are realised through policies framed by the management. Policies signify the decisions taken by the management on different strategic aspects of company’s operations or activities.

Production policy indicates the schedules of production to meet the market demand.

Product policy lays down the standards, specifications, size, design, colour shapes etc. of the product.

Marketing policy describes the channels of selling the product (direct sale or dealership, agency etc.), advertising and sales promotions techniques to be adopted, the sales targets to be attained etc.

Pricing policy emphasises the quality aspect of the product as well as the comparative competitive nature of the rates quoted, discounts allowed etc.

Personnel policy deals with recruitment, placement, training, remuneration, promotion, rewarding and regulating the productivity of the personnel.

Financial policy is concerned with procuring funds required for investment in fixed assets or required to be held over for working capital needs, sources of finance, e.g., borrowing, self-financing, issuing additional capital etc.

Top management has also to devise plans and schemes for precise execution of policies within a given time. Plans set out the course along which operations in different departments are to be conducted as per the criteria laid down in the respective policies.

production schedule, sales campaign, financial arrangements, personnel motivation have to be drawn as to focus and guide the activities of the company in the direction of the realisation of the basic objectives.

3. Organising:

Organisation means division of functions, allocation of duties to the personnel, fixation of range of their responsibility and the scope of their authority and co­ordination of the activities of the departments of the undertaking. Standardisation of administrative procedures is the main task of organising the enterprise.

Systems and procedures are the methods intended to govern the departmental activities of a company. Organisation ensures smooth flow of work from one stage to another, or from one department to another, so that the whole undertaking is enabled to achieve the targets to the benefit of the company and satisfaction of customers.

4. Assembling the Resources:

Prior to the launching of the plans, the resources of money, men and materials have to be assembled. Executives and operatives are appointed after careful selection on the basis of their merits and the nature of jobs to be handled.

Money capital has to be raised through issue of shares, debentures, etc. and arrangement for working capital has to be made through reserves, bank advance etc.

Then the physical resources-machinery, tools, furniture, buildings, water supply, power, other ancillary equipment-have to be collected as per estimated needs. The management has to find out the sources of finance for implementing the plans and programmes.

5. Controlling :

Top level management does not directly execute work. But the Chief Executive in the top management has the responsibility of exercising supervision over all the departments to make sure that the middle and lower managements are functioning as per the plans.

By controlling we mean instituting checks or comparisons of actual results with the planned targets. It implies evaluation or measurement of the work turned out in each section or department with reference to the goals envisaged in the basic plans and policies of the company.

The top level management lays down the standards of performance for the purpose of comparison of the actual results with the planned performance. Standard cost per unit, sales quotas, net profit per unit of sales are some of the reliable criteria for comparison.

Top level management finds out to what extent the performance has been upto the mark and identifies in the course the sources of strength and weakness in the different phases of organisation and operations.

Top level management has to act as coordinator and regulator of the activities of the undertaking in its different dimensions. It will call for reports, statistical data, special studies, accounting records to know the position of performance and to apply regulatory checks wherever and whenever necessary.

B. Middle Level Management:

Middle level management is concerned with the task of implementing the policies and plans chalked out by the top management. Middle management comprises departmental heads and other executive officers attached to different departments.

These departmental managers and officers are expected to take concrete steps for actual realisation of the objectives and operational results visualised in the plans finalised by the top officers of the organisation. “This group is responsible for the execution and interpretation of policies throughout the organisation and for the successful operation of assigned division or departments.”

Managers at the middle level management level exercise the usual functions of management in respect of their own departments. They have to plan the operations, issue instructions to their assistants, collect the resources required and control the work of the men under them and evaluate the results achieved by their department with reference to the plans formulated by the top management.

If the top management is endowed with the authority of policy-making, middle management is entrusted with the programming of efforts essential for implementing the basic pre-determined policies.

Functions of Managers at the Middle Level Management :

The functions of the managers at the middle level management can be broadly summarised as follows:

(i) Interpretation of policies framed by top level management.

(ii) Preparing the organisational set-up in their departments for fulfilling the objective implied in various business policies.

(iii) Finding out the suitable personnel and assigning duties and responsibilities to them for the execution of the plans of the concerned departments.

(iv) Compiling detailed instructions regarding operations and issuing them to the assistants and operatives to focus and guide their efforts accordingly.

(v) Motivating the personnel for higher productivity and rewarding them for their merit, capacity or calibre.

(vi) Cooperating with other departments so as to evolve a smoothly functioning organisation.

(vii) Collecting reports, statistical information and other records about the work turned out in respective departments and forwarding the same with their observations to the top level management.

(viii) Recommending to the top management, new or revised policies for their departments to secure better performance.

Middle level management managers are responsible for all the leading functions within each department. They provide “the guidance and the structure for a purposeful enterprise”.

The top management’s plans and ambitious expectations cannot be fruitfully realised without the key officers at the middle level management.

Managerial Structure at the Middle Level Management :

Generally the following functions at the middle level management are performed through the various departments under the departmental managers or heads.

1. Production department headed by works manager is concerned with the following functions:

(i) To collect the work orders and issue them to concerned sections.

(ii) To guide the foremen, and prescribe methods and process to be followed in execution of the work allotted.

(iii) To devise a system of inspection of factory functioning, the components, semi-finished and finished products.

(iv) Assembling the tools, equipment, plant, qualified personnel etc. to execute the production’s plan.

(v) Controlling the factory expenses.

2. Engineering Department headed by chief engineer has to perform the following functions:

(i) Production-planning, routing, scheduling.

(ii) Plant layout suited to the execution of production plans.

(iii) Designing the products, their specifications, standards, quality, workmanship etc.

(iv) Research in methodology of production for improving technical efficiency.

(v) Plant and tools maintenance and development of the full capacity of production.

(vi) Economy in production costs and resource consumption.

3. Personnel Department:

It is headed by the chief personnel officer, labour officer. He has to devise selection procedure and training schemes: he has to maintain service records of the staff and formulate methods of remuneration in conformity with the productivity and cost of living. He has to assure wholesome working conditions to the personnel and look after their social and economic security and welfare.

4. Stores Department headed by stores manager is concerned with systematic organisation of purchasing raw materials, stores articles, tools, equipment, spare parts, etc. and proper custody of the materials with the responsibility of issuing them to the requisitioning departments.

He has to sort and arrange neatly the stockpile of materials etc. and keep an up to date record of materials, stores, tools, etc. received, issued, consumed, balance held in stock, etc.

5. Office Manager is in-charge of secretarial work of correspondence, filing, indexing, use of office appliances, maintenance of records and reports pertaining to the different departments.

6. Accounts Department:

The chief Accountant is responsible for maintaining up-to-date accounts of financial transactions and recording sales, purchases, receipts and payments.

He is also required to compile periodically the Trading Account, Profit and Loss Account and Balance sheet of the firm.

He should ensure that monthly financial statements indicating the position of the firm are placed before the Board and other top management officials.

7. Costing Department:

In bigger enterprises a separate department for costing is constituted and cost accountant is appointed to administer the functions of the section.

Costing department is entrusted with the main functions of ascertaining the prime and supplementary costs and submission of cost-sheets to the top level management for appraisal.

Costing department keeps detailed records of costs of completed jobs in progress, costs of materials, labour, factory overhead costs and sales on cost. It helps the management to find out the disparity between estimated costs and actual costs and the reason thereof so that remedial measures can be adopted.

8. Sales Department:

This section is the life-blood of the enterprise because the sales are the barometer of business profits and reputations of the firm. The work of the department is to create demand for the goods for promoting maximum possible sales at quick pace in wider markets.

The vital functions of the department are as follows:

(i) Market research to find out the needs, tastes and buying habits of the consumers.

(ii) Looking out for new markets for the goods.

(iii) Organising advertisement campaigns and other sales promotion activities for creating, maintaining and expanding the demand.

(iv) Collecting orders from the customers through agents, dealers or salesmen.

(v) Executing the orders by timely despatch of goods.

(vi) Supervision of salesmen’s efforts, training and stimulation of salesmen.

(vii) Organising after-sale service and similar sales promotion efforts.

(viii) Looking after proper warehousing, packing and despatch of goods.

(ix) Attending to customers’ complaints and suggestions.

C. Lower Level Management (Operating Management) :

It is described as the lowest level in the administrative framework and actual operations are the responsibility of the rank and file constituting this level of management.

Foremen, supervisors and sub-departmental executives assisted by a number of workers, clerks etc. carry out the actual operations as per schedule. Their authority and responsibility is limited and they have to follow the lines drawn by the higher levels of management.

The plans and policies of the top level management will fail if the foremen and operatives do not fully realise the spirit of sustained work. The quality of the workmanship and quantity of output will depend on the hard labour, discipline and loyalty of the operating personnel. The foremen or supervisors are responsible for executing the work orders allotted to their respective sections.

They pass on the instructions of middle level management to the working force, procure the materials, tools etc. required for the jobs, assign specific duties to individual workmen and guide them in acting upon the instructions and handling the job on hand with ability and accuracy.

They seek to maintain precise standards of quality, prevent wastage of materials by negligent workmen, look to the safety of machines and equipment and ensure steady flow of output as per plans and programmes prescribed by the top level and middle level managements.

They are also responsible for maintaining discipline among the respective batches of workers, preserving and boosting their morale and fostering the team spirit in them.

7. Essay on Theo Haimann’s Three Notions about Management:

According to Theo Haimann management is used in three different senses:

(i) It is used as a noun. It refers to the group of managerial personnel of an enterprise.

(ii) It refers to the processes of managing, planning, organising, staffing, guiding, directing, supervising and controlling.

(iii) It is used apart from the above two—personnel and activity- but it describes the subject, the body of knowledge and the whole practice, the discipline.

I. Management is an art of getting things done through other people :

It is a process of activity consisting of some basic techniques for getting the objective of an enterprise fulfilled through the efforts of people. It is the activating element in any concern for getting things done through people. But today it is thought to be against humanity. At present: “It is the art of getting things done through and with the people informally organized groups.”

The job of management is to give active leadership that unites the productive but passive resources into a fruitful organization.

As per E. Peterson and E.G. Plowman:

“It is a technique by means of which the purposes and objectives of a particular human group are determined, clarified and effectuated.”

As per E.F.L. Breach it has been said as:

“A social process entailing responsibility for the effective of efficient planning and regulation of the operations of an enterprise, such responsibility involving a judgement and decision in determining plan and using data to control performances and progress against plans. The guidance, integration, inspiration and supervision of the personnel comprising enterprise and carrying out its operations.”

Breach signifies that it is not possible to take management in relation to things or mechanical operations of machines but only in relation to the people who are employed to operate or use such things.

As per Prof. Harold Koontz it is:

“The art of getting things done through and with people informally organized groups. It is the art of creating an environment in which people can perform as individuals and yet co-operate towards attainment of groups’ goals. It is art of removing blocks to such performance, a way of optimizing efficiency in reaching goals.”

II. Management is what management does:

The three functions of management are:

(i) Planning,

(ii) Implementing, and

(iii) Controlling.

Planning includes formation of policy and its translation into plans. Implementing includes the execution. Controlling means exercising administrative control over the plans.

In the words of Dr. James Lundy:

“Management is principally a task of planning, co-ordinating, motivating and controlling the efforts of others towards a specific objective. It involves the combining of the traditional factors of production (land, labour and capital) in an optimum manner, paying dues attention, of course, to the particular goals of the organization.”

This definition includes three major management activities of:

(1) Planning is the ascertainment of the course or objectives of a business, division or department to attain maximum profit effectiveness, the establishment of policies and continuous seeking and finding out new and better ways to do things.

(2) Implementing seeks to the doing phases, after preparation of plans, personnel attend their jobs with training of motivation not do rightly. Activities must run to the planning, supervision and direction of the subordinates and at the same time groups efforts are coordinated.

(3) Lastly, controlling seeks to evaluate acts of those who are responsible for executing the plans agreed upon. It consists of: (a) Controlling adherence to plans (b) appraising performance.

III. Management is the development of the people:

Business is not the management of things. As Appley Lowrence puts it: “The development of people and not the direction of things.” It is the selection, training supervision and development of people. These days most of the large as well as medium-sized enterprises are managed by the professional managers i.e., the managers who have got either little or no share in the ownership of the enterprise. They take management as a career.

Mcforland has noted following characteristics of a profession:

1. A body of principles, techniques, skills and specialised knowledge.

2. Formal methods of acquiring training.

3. Laying down of certain ethical codes of guidance of conduct.

4. Charging of fees according to the nature of services rendered.

And management is truly a profession in the sense that it fulfills all these conditions. Management these days is very much a systematised body of knowledge (science) and is an identifiable discipline. It has also developed a number of its tools and techniques.

In India, now there are a number of management institutes and university departments imparting formal management training. But management still, at last so in our country, does not fulfill the last time requirements of being a profession. There is, for example, still no unified ethical code of conduct for the managers as is there for the doctors and lawyers.

8. Essay on the Functions of Management:

Various authors have given various functions of management according to the time and development of the management science.

All these can be classified into the following categories:

(i) Planning

(ii) Organisation

(iii) Direction

(iv) Co-ordination

(v) Control.

These functions of management have been discussed in detail in the following paragraphs:

(i) Planning:

It is deciding in advance what is to be done, how it is to be done and when it is to be done. Planning involves projecting the future course of action for the business as a whole and also for the different sections within it. It helps in bridging the gap between the present and the future.

Planning is possible whenever there is a question of choosing and planning process is possible only when alternatives are there. In fact planning is an intellectual process. It signifies use of rational approach to the solution of problems. The important aspects of planning process are defining and establishing objectives, policies, procedures methods, rules, budgets, programmes and strategies.

(ii) Organisation:

Organisation is the structural relationship in an enterprise between the various factors i.e., men, material and management which combine to achieve the objectives set by the enterprise. In a dynamic society like ours, the organisation is not fixed. If it does not promote the objectives of the enterprise, it must be modified.

(iii) Direction:

Direction consists of command, execution, control, supervision and motivation i.e., achieving the good results. It is concerned with to use Lawrence H. Appley’s maxim “that management is essentially getting things done through the efforts of other people.”

It needs the personal touch. A good manager has to see that his orders are properly carried out and have achieved the desired results. It will need proper supervision by him and control of all the levels below him.

Moreover, his order must always create motivation among subordinates. It is only possible when his orders are of the right type and at the right moment. For it, more of initiative, sincere and tact is required than aggressiveness. A good executive must always be a good leader.

(iv) Co-Ordination:

Co-operation permeates all operating organisations and makes their entire structure more effective by harmonizing and property timing the various activities. It means synchronising the activities of all persons and functions in the enterprise and rooting out personal prestige and vested interests.

Proper co-ordination presupposes a number of conditions which can be summed up as:

(i) Fixed responsibility

(ii) Adequate authority at each executive level

(iii) Organisational structure facilitating

(iv) Co-ordination.

(v) Control:

This includes the setting of the targets or standards and comparing the actuals with standards in order to know the deviations, analysis and probing the reasons for such deviations, fixing of responsibility in terms of persons responsible for negative deviation, and correction of employees performance so that group goals, and plans devised to achieve them are accomplished.

9. Essay on the Importance of Management:

Management is absolutely essential if human efforts are to be effective to meet all round development of the society through productive activity, occupation or profession. It is essential in all organisations and at all levels of organisation in an enterprise. Without the enlightened guidance and leadership made available by management “the productive resources will remain resources and shall never become production”.

Management is a dynamic element which gives life to a business enterprise. The productive resources such as materials, men, and money are entrusted to the administrative ability, enterprising initiative and organising skill of management.

In short, management is important for the following reasons:

(i) Provides Effectiveness to Human Efforts:

It helps achieve better equipment, plants, offices, products, services, human relations. It keeps abreast of changing conditions, and it supplies foresight and imagination. Improvement and progress are its constant watch-words.

(ii) Critical Ingredient in Nation’s Growth:

An underdeveloped nation usually lacks adequate managerial know-how. National development is not solely one of transferring capital, technology, and education to citizens of an undeveloped nations. It is also supplying or developing management which provides the generation and direction of effective human energies. Management know-how utilizes the available resources effectively toward achievement of basic needs.

(iii) Brings Order to Endeavours:

By means of management, apparently isolated events or factual information or beliefs are brought together and significant relationships discerned. These relationships bear on the immediate problem, point out future hurdles to be overcome, and assist in determining a solution to the problem.

(iv) Provides Judgement and Courage:

To determine worthwhile goals, carefully select and utilize resources efficiently by means of applying planning, organising, directing and controlling require a high degree of judgement and the exercise of great courage.

From time to time, gadgets and aids are offered to replace management, but actually at best they assist and do not represent management. Serious consideration of such devices usually points out the need for more management judgement and courage to be used. Nothing takes the place of management.

(v) Helps in Achieving Group Goals:

Management touches and influences the life of nearly every human being. Management makes us aware of our potentials, shows the way toward better accomplishment, reduces obstacles, and causes us to achieve goals that we probably would not otherwise attain.

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Effective Change Management Essay

Managing change in organizations: strategies for success.

Change is one of the business practices that play a significant role in every organization. Change plays a pivotal role in determining the success of an organization. This is more so in the contemporary business world where the level of competition has increased significantly. The ability of a certain organization to handle change effectively has been the main driver in developing its competitiveness.

However, change is usually faced by a number of complications. This is because change is usually faced by a high level of rejection from the people who are affected by such change. This follows the reason that change involves altering the daily arrangements and procedures of carrying out different operations. For instance, change can lead to reduction in operational costs.

As a result, an organization can be able to under price their competitors. Change can also help in improving the quality of products and services produced. Again, this contributes in developing competitiveness.

In this case, the change affects the employees. This involves the increment in the working hours followed by a slight increment in salary. This change can easily be welcomed by some but to others it is highly rejected. This change was driven by an increase in the demand after getting a new contract that was to begin in a couple of months.

Change Management Plan and the Outcome Analysis

As already noted, change is usually faced by a number of obstacles that tends to threaten its performance. In order to have an effective change process, it is therefore advisable to have a good plan that will promote change in an organization. As already noted, this change is likely to affect a number of activities in the organization. Therefore, it is necessary to have a good plan in order to overcome these obstacles.

The human resource managers have an important role in facilitating change in an organization. Therefore, it is important to ensure that the human resource activities are driven towards change. According to Wilson (2005), human resource is the main agent of change in an organization. In a firm, both human and non human resources are of great significance for high performance.

Although there are other non human equipments like machines, their effectiveness is significantly determined by the human resources. Human forces are the one that directs the production process and hence are major determinant of their effectiveness.

This implies that it is important to take into consideration the human resources while promoting change within an organization. It is the role of the human resource to ensure that any barriers to organizational change are overcome in order to promote change.

The outcome of this change process yielded positive results. Although there was some resistance at the beginning of the change project, it was finally successful. Every employee was cooperative and the expected results were achieved.

The success of this project can be attributed to a number of factors. To start with, employees were coached on the benefit of the change process (both to them and to the organization). This helped the employees to realize the need for the proposed change. This cultivated cooperation among the employees in realizing change.

Another strategy that contributed to the success of the change process is integration of employees in the change process. Employees were given a chance to contribute to the project. This developed a sense of ownership among the employees. Employees felt that they are valued and that they are part of this change. Therefore, there was an incentive for cooperation.

Strategy Recommendations for Effective Change For Short-Term, Small-Scale, Long-Term, and Large-Scale Change Management Projects

As already noted, it is important for every organization to have effective strategies in order to realize a successful change process; there is need to have effective change strategies for short-term, long-term, and large-scale change management projects.

The design of the change project must be made in such a way that it addresses the appropriate changes within an organization ( Cummings and Worley 2005). The general population in an organization should be considered as part of the change process. Everyone’s idea should be treated with respect.

In order for the change process to be effective, it is advisable for the managers to have plan to the change. This may require the firm to carry out restructuring, making necessary innovation among other things.

It is important to note that each member in an organization should be treated with respect and every person’s idea should be respected (Armenakis & Harris 1993). The managers should also have a deep personal conviction in order to fully support the proposed strategies.

Motivation is another important factor which can significantly improve the effectiveness of a change management project. When employees are motivated, they will become more committed to their respective duties because they believe that their hard work is recognized. When their efforts are recognized, employees will get a sense of identity with an organization.

They will have a feeling of identification with the organization. They will somehow have a sense of ownership to an organization. Consequently, they will be committed to meet the organizational goals. Motivated employees will therefore tend to embrace change as they will believe that this change will bring about improvement in the organization, which they have already identified with (Jansen, 2004).

An organization has a wide range of change approaches that it can apply in its change process. These approaches play a significant role in managing change in change projects. One of the main approaches that can be used to manage change is top down- directive approach (Yazdani 2011). This is an approach where we have an autocratic boss who is responsible for making important decisions affecting change in an organization.

His or her decision is the one that determines the course of actions taken. This implies that there is no room for open discussions since he is the only individual to decide. Therefore, there is no transparency in this method. However, this method is usually faster since there is no time wasted in conducting decisions. Another approach is the action centered method.

This is a method where various solutions to a certain problem are tested to get the best. Therefore, this method is based on trial and error system. This method is good as it help an organization to achieve its optimum possible points. However, this approach suffers from the fact that it consumes a lot of time.

There are forces that drive change in an organization. These forces play a significant role in facilitating the effectiveness of the change process in an organization. These forces are of great importance in driving change in an organization. There are two categories of change which promotes change within an organization.

These include external and internal factors. One of the factors that are necessary in organizational change is the organization’s urge to change. It is also important for an organization to have a belief that the business can perform better than what it is doing in the present.

Therefore, it will be determined to embrace change within an organization. In some cases, an organization may be faced by much inefficiency that increases their operational costs (Ghiselli 1972). In this case, a need to improve the level of efficiency in an organization increases the need for organizational change.

Change is also driven by the need for reorganization in order to have increased efficiency. Some of the external drivers to change include the uncertainty of economic situations and therefore a need to have preparation for such uncertainties (Carzo and Yanouzas 1969).

In the contemporary market, consumers need for quality services and quality products is increasing. This forces organizations to adopt change. High level of competition is also a major motivation to change in order to retain competitiveness.

According to Varelas (2005), even minor changes in an organization does not always invite embrace from employees; it requires necessary concentration from the human resources. Any attempt by the management to make changes is likely to nurture anxiety among the employees. Even a slight change can cause a great complication in an organization (Wallerstein 1993).

This is because different people have varying levels of sensitivity to changes. Some people are very sensitive even to slight changes. Therefore, it is necessary to have good planning of any changes in an organization in order to avoid such inadequacies.

It is also important to explain to employees how the new changes will look like. Employees need to be informed about the impacts of changes in an organization. It is also necessary to inform employees on how they will benefit from these changes. This will reduce the chances of rejection hence promoting the success of an organization.

Another way through which changes can be promoted in an organization is through motivation (Meier and Loewenbein 2003). Motivation can be defined as the set of reasons which affects one’s decisions to engage themselves in particular behaviors. When employees are motivated, they will become more committed to their respective duties because they believe that their hard work is recognized.

They will be motivated to work harder in order to maximize the returns of an organization. When their efforts are recognized, employees will get a sense of identity with an organization. They will somehow have sense of ownership to an organization. Consequently, they will be committed to meet the organizational goals. In the long run, the organization’s profitability will increase from the increased employee productivity.

Therefore, when employees are motivated, they will be ready to embrace any change which they believe will contribute to the improvement in the organization’s performance (Jansen, 2004).

In conclusion, this discussion has clearly shown that change is a critical process in every organization. Change process is usually faced with rejection because it involves several changes, which affect the normal arrangements in an organization. It may also involve slight changes in the organization’s culture. Therefore, there is need to have effective change projects in order to promote change process in an organization.

Reference List

Armenakis, A. & Harris, S. (1993). Creating Readiness for Organizational Change. Human Relations June 1993 46: 681-703.

Carzo, R. and Yanouzas, J. Effects of Flat and Tall Organization Structure. Administrative Science Quarterly , Vol . 14, No. 2, Laboratory Studies of Experimental Organizations, 1969, pp. 178-191.

Ghiselli, E. Leadership and Managerial Success In Tall and Flat Organization Structures. Pemonnei. Psychology, 1972, 25, 617-624.

Cummings, T. and Worley, C. (2005). Organization Development and Change. Mason, OH: InfoTrac College.

Jansen, K. (2004). From Persistence to Pursuit: A Longitudinal Examination of Momentum during the Early Stages of Strategic Change. Organization Science; 15: 276-294.

Meier, H. and Loewenbein, O. 2003. Changing Roles in the Organisation of Companies; Demographics and Project Management Demand Hybrid Skills. ISSN 1392-1142, Sisteminian Tyrimai: 2003.28.

Varelas, E. (2005). Driving Organizational Change . Retrieved from http://archive.boston.com/jobs/hire_authority/110705.shtml

Wallerstein, N. (1993). Empowerment and health: The theory and practice of community change. Community Dev J 28 (3): 218-227.

Wilson, J. (2005). Human Resource Development: Learning & Training For Individuals & Organizations . London: Kogan Page Publishers.

Yazdani, B. et al. (2011). Factors affecting the Empowerment of Employees (An Empirical Study): European Journal of Social Sciences – Volume 20, Number 2.

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