Management and Managers...

Management and Managers Management is an important part of an organization. In fact the discipline of management is developed over a period of time to its present level. On the other hand managers of tomorrow are developed from the young, educated people who are knowledge workers of today. Both the management and the managers are vital component of the organization for its smooth functioning. Present day society has become a ‘knowledge society’, a ‘society of organizations’, and a ‘networked society’. Today, the major social tasks are being performed in and through structured organizations, large and small, of all kinds and sizes. And every organization is entrusted to ‘managers’ who practice the ‘management’. History of management The word ‘management’ was first popularized by Frederick Winslow Taylor to describe what he had formerly (and more accurately) called ‘work study’ or ‘task study’ which is today being called ‘industrial engineering’. But when Taylor talked about what is being called today ‘management’ and ‘managers’, he said ‘the owners’ and ‘their representatives’. The roots of the discipline of management go back to more than 200 years. But management as a function, management as a distinct work, management as a discipline and area of study, all are the products of the twentieth century. And most people became aware of management only in 1950s. Some recent studies on management give the impression that the management is an invention of late 1940s. True, before this period interest in and study of management was confined to small groups. The popular interest in management as a discipline and a field of study is fairly recent. But management, both as a practice and as a field of study, has a respectable history, in many different countries, going back almost two centuries. When the early economists,...

Managing Change in the Workplace...

Managing Change in the Workplace Workplace changes take place in every organization because of several reasons. Some of them are (i) administrative, (ii) upgradation of technologies, (iii) additions of new departments, units or branches because of expansion, and (iv) restructuring/reorganization within the organization etc. Whatever be the reason for the workplace changes, it throws certain challenges for the management. If the process of change is not managed properly, then it has adverse impact on the working of the organization. There are two major categories of change initiatives which the management adopts for the workplace changes. These initiatives result into either strategic changes or operational changes.  Example of the strategic workplace changes are those changes which take place due to the succession planning by the management. Operational workplace changes take place to meet the demand crated by technological upgradation, the additions of new departments, units, or branches because of expansion, or if a need arises in some departments due to the leaving of the present employees. During the strategic change initiative of the workplace change, the purpose of the initiative is changing the mind-set of the employee so that he can take higher responsibilities in future. In case of operational change initiative of the workplace usually management tries to pick up those employees who can pick up the processes of the new workplace quicker. However, the employees normally need some sort of introduction to the new processes and systems. During the workplace changes employees are introduced to the systems and processes of the new workplace. They need to learn them and adopt them quickly and swiftly. Further they may get non co-operation from some of the present employees of the new workplace since these present employees feel threatened in achieving their personal goals. Employees normally...

Development of Management Skills...

Development of Management Skills  Managers besides managing the work in the organization also manage the employees doing the work. Managers in the workplace, in fact, are the single most important factor in employee engagement, employee motivation, and building a productive workplace. Managers also manage self and personal skills, provide direction, facilitate change, work with people, use resources, and achieve results. (Fig 1) They are keys to the employee’s retention. Development of the management skills is significant for an organization since it builds the skills of the employees so that they can become effective managers and can provide a significant payback.  Fig 1 Functions of a manager  The option of the management development is critical to the effective functioning of the organization. This is because of the power of a manager to impact the organization through his oversight of the work of other employees. Different skills needed from a manager are as follows. Active listening – It means giving full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate, and not interrupting at inappropriate times. Critical thinking – Under this skill a manager uses logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions or approaches to problems. Time management – With time management a manager manages his time and the time of the other employees. Management of personnel resources – It consists of motivating, developing, and directing employees as they work, identifying the best people for the job. Reading comprehension – It means understanding of written sentences and paragraphs in work related documents. Social perceptiveness – Under this skill a manager is aware of the reactions of the other employees and also understanding why they react as they do. Speaking – It...