Introduction
General administration theory in the modern-day management accounts for most of human action as action can be classified into creative and habitual action. Administrative action could be usefully viewed as a subclass of habitual action (Robbins and Coulter, 2007). Administrative thoughts are taken as activity that is viewed for perception of the kind of action. Thus, administration clearly puts the salient uniqueness of human action to ensure the general orders, routines of filing clerk, rules of school superintendent, discipline of political boss and other human activities possess the action characteristics in addition to administrative.
Purpose
Managing has become the most crucial human activity since human beings commenced formation of social organizations to fulfill objectives and aims which they could not achieve as individuals. Managing as been important to guarantee the coordination of individual labors. Society has been relying on grouping effort and since most of the organizations have grown enough, the managers’ duty has ever increased in complexity and importance. Henceforth, the general management theory has turned into an important manner in which the managers manage the intricate organizations (Homans G.C, 1958).
Content
Most of the managers in various parts of the world may have gained managerial skills with
devoid of basic theoretical knowledge for management (Robbins and Coulter, 2007). However, it has been confirmed that the managers with general administration theory in their daily duties, manage their organizations better in a more effectively and efficiently way to attain both organization and individual objectives. Thus, managers of modern organizations ought to value the important function they play in their particular organizations they must achieve the organizations set goals. Secondly, there is the necessity of promoting superiority among all the personnel in organizations, mainly among the managers themselves (Fleet D. and Peterson Tim, 1994).
Management is the science or art of attaining goals through people. As managers also supervise, management may be construed to mean looking over that is ensuring people perform what they are ought to do. Managers therefore ought to ensure for greater productivity or continuous improvement. More widely, management is the progress to design and maintain environment in which the personnel working in groups effectively accomplish their purposed themes (Koontz H, 1961). As managers, they perform managerial functions of organizing, planning, leading, staffing, and controlling. Management can apply to all types of organizations and to all levels. They usually have the aspiration of creating surplus. Lastly, general administration theory is apprehensive of productivity which implies efficiency and effectiveness.
Thus, management submits to bureaucracy development which gets its importance from necessity for strategic planning, directing, co-ordination and control of big and composite decision making method. Essentially, general administration theory entails the acquirement of managerial effectiveness and competence in following main areas: administration, problem solving, organizational leadership and human resource management. First and foremost, general administration theory deals with problem solving that emerges usually in the course of organization building to achieve the set goals and objectives (Koontz H, 1962). Problem solving ought to be come together with problem identification, investigation and realization of remedies to managerial predicament.
Secondly, general administration theory entails the laid down procedures though rules and procedures should not be available like ends in themselves for execution, communication, control, crisis management and delegation. Thirdly, human resource management ought to be based on premeditated integration of human resource, workers assessment, and exchange of ideas between workers and shareholders (Koontz H, 1980). Lastly, organizational leadership must be developed along the lines of interpersonal relationship, performance motivation, teamwork, emotional strength, personal integrity, maturity to handle situations and general management skills.
There are principally three management objectives. First, it ensures organizational targets and goals are met with the minimum cost and least waste. The subsequent objective looks after welfare and health and safety for the staff. The third objective protects machinery and organization resources and includes human resources. Planning involves coming up with missions, objectives and actions to accomplish them. It needs decision making, which is choosing action for the future courses among alternatives. Plans entail the overall purposes and purpose to the detailed actions taken. There is no real plan which subsists unless a decision or commitment of human and material resources has been put in place. Thus, before the making of decision all which exists are the planning study, proposal and analysis.
People who work together in groups to gain some goals should have duties to take part in. Usually, the roles have been defined and also structured by someone who ensures people contribute is unique ways towards the group efforts. Organizing thus forms part of management which involves in the establishment of intentional structures of people roles to fill organization. Intentional in all the tasks are necessary to come up with goals which are assigned to people who can perform maximally. The purpose of any organizational structure is to assist in the creation of environment for human performance. However, designing of organizational structures in not a simple managerial task since most of problems are come across in making of structures which fit situations to include defining the types of jobs which must be done and getting of human power to do them.
Staffing entails filling and ensuring filled, the positions in the organizational structure. This is performed by identification of the work-force requirements, recruiting and inventorying of the people available, selecting, promoting, placing, appraising, compensating, planning the careers and training or developing current jobholders and both candidates to achieve their duties efficiently and effectively (Koontz H and Weihrich H, 1961). Leading is influencing of people to make them contribute to group goals and organization goals and it has to predominantly do with the aspect of interpersonal in management. Many problems in management occur from people, their attitudes and desires, their behavior as groups and individuals. Thus, effective managers ought to be effectual leaders. Leading involves leadership approaches and styles, motivation and communication.
For instance, controlling of the budget expense is measuring and correction of subordinates’ activities to ensure events conform to planning. It measures the performance of goals and plans showing where the unconstructive deviations exist and putting the motion actions into correct deviations to ensure plans accomplishment. Though planning should lead controlling, it is not self-achieving (Stoner J et.al, 2003). Plans direct the managers in the utilization of resources to achieve certain goals and activities are analyzed to ensure they conform to planning. Arranging events to cater for specified plans means appropriate personnel should be responsible for results which differ from the actions organized and carrying out of the necessary schedule to enhance performance. Thus, control of what people contribute to, controls the outcome in the organizations.
Finally, there should be coordination in the quintessence of manager-ship to achieve the harmony in between the individual efforts en route for group goals accomplishment. Though the management functions relate to the internal environment in performance within organizations, managers should work in the exterior environment for organization as well. Its managers cannot carry on their duty efficiently unless there is sound understanding and responsiveness concerning the various elements of external environment that is technological, economical, political, social and ethical factors which affect their operation areas.
The logical and publicly aim of all the managers in organizations, whether in business or non-business sectors ought to be a surplus. Managers should come up with an environment through which people can achieve their goals with the minimal amount of money, materials, time and personal dissatisfaction or in which the maximum goals can be achieved maximally with the available resources. In non-business enterprises like in accounting departments, the managers are not accountable for the entire business profits as. Managers have goals and should enforce towards accomplishing them with the small available resources. Such managers are said to be strategic managers.
General administration theory in the modern-day management ensures the managers are productive. Government and private sectors recognize the vital need of productivity improvement. Productivity improvement deals with effective performance of the basic non-managerial and managerial activities. Productivity is the output-input ration in a certain period of time with due consideration of equality. Finally, productivity entails efficiency and effectiveness among individuals and organizational operations.
Investigation
Managers are accountable in the taking of actions that ensure the personnel perform maximally to group objectives. Thus, general administration theory in the modern-day management applies to large and small organizations, profit and non-profit enterprises, manufacturing and also to service industries. However, in certain situations there is considerable difference in several levels in organization or in a variety of enterprises. The extent of authority may differ and the kinds of problems being dealt with can be somehow different. All the managers get their outcome by set up an environment for effective group enterprise.
Moreover, all the managers perform their managerial function although time spent for each could be different. That means top-level managers use more time during planning and organizing compared to lower-level managers. On the other hand, leading takes big deal of time for the first line supervisors though the difference of time spent during controlling varies slightly for managers in various levels. Manager is thus, the dynamic and life-giving element in all businesses. In devoid of managers leadership, resources of production just remain unutilized and never become productive (Samuel C, 1989). General administration theory in the modern-day management has thus a big impact as in a competitive economy, quality and performance of managers influences the outcome of businesses and its survival. “Furthermore, today we no longer talk of “capital and Labor”, but we talk of “Management and Labor”.
As the responsibilities of capital and rights of capital disappeared, “today we hear of prerogatives of management or responsibilities of management”. Thus management as essential, leading and distinct institution is fundamental event in the social history. Management is probable to remain a dominant and basic institution for survival of human civilization. General administration theory in the modern-day management is the organ of society particularly in the making resources productive with the accountability of organized economic advance which reflects the primary spirit of the modern age. Management is indispensable and thus it grew fast with little opposition. Hence, the developing and developed worlds have the enormous stake in skill, competence and responsibility of management.
Recommendations
General administration theories are viewpoints with which individuals make sense in their world experiences (Stoner et. al. 1995, pp. 31-2). They provide criteria for what is necessary. Theories also enhance us communicate effectively and more into more composite relationships with new people. They also ensure there is challenge to learn in our world. General administration theories account and assist in the rapid interpretation in the varying nature of the current organizational environments.
Work satisfaction and performance is not primarily economic but relies heavily on attitudes and working communications, working environment, encouragement and positive management response. The social makeup and group dynamics of organization are crucial force for higher productivity. Thus, there is need for greater participation in workers, openness and greater trust in working environment and greater attention to groups and teams in work places.
There is also need for establishment of personnel departments, and quality control, and industrial engineering. The movements in human relations greatest impact resulted as of the influence of personnel department and organization’s leadership. If managers make a decision, they should be responsible of the aspects of the current condition and act on the aspects those are key to situation in hand. There should be emphasizing on the quality circles, continuous improvement and best practices. More so, there is need for flattening the management pyramid and minimizing the hierarchy management levels. There should also have consensus management whereby it involves all people in decision making.
Managers can perform better by utilization of organized knowledge in management. It is that knowledge that comprises science. The science underlying management is somehow inexact and crude as many variable in which managers deal with are enormously complex. Nevertheless, that kind of management knowledge may improve the managerial practices. Managers who try to manage in devoid of management science ought to put their belief on intuition, luck and on past occurrences. For practical purposes, the managers ought to develop three types of skills that are conceptual, human and technical (Fleet and Perterson 1994, p.25).
Conclusion
To efficiently achieve the selected aims, there ought to be general administration theories which enable managers to design and maintain effective environment. Managing is the most crucial activity in the every organizational level as managers perform functions of organizing, planning, leading, staffing and controlling (Russell C, 2002). However, the managerial skills needed differ with organizational levels.
The objective of managers is to come up with surplus and be productive by getting constructive output-input ration in a particular period of time with consideration of quality. General administration theories involve development of techniques, principles and management (William B, 1964). Enlargement of management theory involve establishment of techniques, principles and concepts.
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