Name: Mohamed Abdullahi KhalafAdm. No. Cefored BA / 098/ 09Module: Introduction To Business Administration

Lesson OneReview Questions

Ques. (1) .Describe the concept of management and why it is needed to reach organizational objectives?

Answer:

Management is a social process entailing responsibility for the effective and economical planning and regulation of a given purpose or task. It is a very popular term. All organizations - business, political, cultural or social are involved in management because it is the management which helps and directs the various efforts towards a definite purpose. It is an art of creating an environment in which people can perform and individuals can co-operate towards attainment of group goals.

Management is needed to reach the organizational objectives, because without management it is not possible to attain it. It utilizes all the physical & human resources productively, reduce cost, enable organization to survive in changing environment, and lead to better economical production which helps in turn to increase the welfare of people, and leads to effectively achieve the goals of the organization, by efficiently using limited resources in the changing world.

Ques. (2) . List and describe the basic elements of managements.

Answer:

The basic elements of managements are:

a. Planning: It is the foundation area of management. Planning requires administration to assess; where the company is presently set, and where it would be in the upcoming. From there an appropriate course of action is determined and implemented to attain the company’s goals and objectives. It refers to forecasting future circumstances and requirements.

b. Organizing: It is the process of bringing together physical, financial and human resources and developing productive relationship amongst them for achievement of organizational goals. This is concerned with dividing work and allocation among groups and persons and determining their responsibilities and relations and the extent of their delegation.

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c. Commanding: It is the exercise of centralized authority and leadership. This helps the management to control and supervise the actions of the staff, and assist them in achieving the company’s goals and also accomplishing their personal or career goals which can be powered by motivation, communication, department dynamics, and department leadership.

d. Coordinating: It is the act of making different people or things work together for a goal or effect. This involves seeing that all groups and individuals work efficiently and economically in harmony towards the economic objective.

e. Controlling: It is the process of checking whether or not proper progress is being made towards the objectives and goals and acting if necessary, to correct any deviation. It includes establishing performance standards, evaluating and reporting of actual job performance. And checking to that plans have been carried out and attending to any deviation.

Ques. (3) .Identify major schools of management thought and how they have evolved.

Answer:

The development of management thought can be considered to compromise for main periods:

a. Early Influence: It can be deducted, that from earliest recorded times groups of people have been organized to work together towards planned goals. Their efforts coordinated and controlled to achieve such outcomes. Consider the management skills required by the ancient Egyptians to build their Pyramids, and Chinese to build Great Wall of China. That indicates the importance of management, but do not give much insight into the principles of it.

b. Scientific Management: It is a theory of management that analyzes and synthesizes workflows, with the objective of improving labor productivity. This method was to investigate every operating problem and try to determine the best way to solve it using scientific method of research. The core ideas of the theory were developed by Frederick Winslow Taylor in the 1880s and 1890s, and were first published in his monographs, Shop Management (1905) and The Principles of Scientific Management (1911). Taylor’s methods were developed by H.L Gantt, F. Gilberth, H. Emerson, And Henry Fayol added the list of

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management principles, and Weber developed the structure of organizations.

c. Human Relations Movement and Behavioral Science: It is a theory of management that studies the behavior of people in groups, in particular workplace groups. It originated in the 1920s' Hawthorne studies, which examined the effects of social relations, motivation and employee satisfaction on factory productivity. The movement viewed workers in terms of their psychology and fit with companies, rather than as interchangeable parts. Advances in science of mankind have revealed a number of factors which help in dealing with business and industrial problems.

d. Management Science School: It is a method of management which places greater weight on overall planning and decision making process, and regards efficiency as a tool. It advocates the use of computers and mathematics to optimal decision planning, with strong links with economics, business, engineering, and other sciences. It uses various scientific research-based principles, strategies, and analytical methods including mathematical modeling, statistics and numerical algorithms to improve an organization's ability to enact rational and meaningful management decisions by arriving at optimal or near optimal solutions to complex decision problems. In short, management sciences help businesses to achieve goals using various scientific methods.

Ques. (4) .Describe two modern approaches to management that attempt to integrate those various schools.

Answer:

The two modern approaches to management are:

a. System approach to management: The systems approach to management is based on general system theory that says that to understand fully the operation of an entity, the entity must be viewed as a system. This requires understanding the interdependence of its parts. It encourages one to consider the cutting across of traditional boundaries of responsibility between departments in order to appreciate the objectives of the whole organization.

b. Contingency approach to management: The contingency approach to management is based on the idea that there is no one best way to manage and that to be effective, planning, organizing, leading, and controlling must be tailored to the particular circumstances faced by an organization. This approach assumes that there is no universal answer to problems of

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organizations, people, and situations vary and change over time. Thus, the right thing to do depends on a complex variety of critical environmental and internal contingencies.

Ques. (5) .State what conclusion can be reached from studies what managers actually do.

Answer:

Managers do the flowing:

a. They assume responsibility to see the work is done effectively.b. They balance the competing goals and needs which requires

resources that are limited.c. They work with and through other people in an organization to

reach planned goals.d. They act as mediators of disputes that may affect the morale

and production.e. They act as politician using persuasion and compromise to

promote organizational goals.f. They are diplomats representing their companies at meeting

within and outside the firm.

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