MANAGEMENT ETHICS

Ethics is the discipline dealing with what are good and bad with moral and obligation. It is concerned with what is right and and what is wrong in human behabhiour. Ethics refers both to the body of moral principles governing a particular society or group and to the personal moral. In this regard, management ethics are the standards of behabhiour that guide individuals managers in their works. They are moral principles or belief about what is right or wrong. This belief guide manager in their dealing with other individuals and group.
According to John R -''managerial ethics are principles that guide the action and decision of manager,and determine if they are good or bad or right or wrong in normal sense.''
In conclusion, management ethics are the standard of behabhiour that guide individuals manager in the work place.They involve morale issues. Management ethics are necessary for the success of business organization. It makes the organization moral. Management ethics affects management activities and practices. The importance of management ethics are as follows

• Standard of behaviour - Management ethics helps to determine appropriate standard of behabhiour .
• Guideline for the decision making and conflict resolution- Management ethics serve as guideline for decision making and for attempting to conflict resolution.
• Motivation - Management ethics helps in employee motivation by determining what rewards or outcomes are sought.
• Promotes social responsibilities - management ethics promotes social responsibilities in management. It helps to organization to keep in touch with society. So management ethics are very important in business management. If an organization maintains management ethics, all the employees become morale. As a result they work for the interest of the organization.
  

Theory of Management

Administrative Management Theory

The scientific management theory states individual works of employees in an organization, whereas administration management theory gives emphasis to all the aspects. The person to contribute to the development of administrative theory are Henry Foyal, Urwick, Max Weber etc. Among them Henry Foyal is supposed as the father of administrative theory of management. This theory gives emphasis to management activities and principles. According to him management can be studied in the process. This included managerial skills, function of management, principle of management and business activities. similarly, according to him physical skill, mental skill, will power skill, education skill, technical skill, experience etc are managerial skills.Such skills cant be found by birth, they can be earned. Division of labour, authority and responsibility, discipline, unity of command, unity of direction, subordination of candidates, interests to organization interest, remuneration of staff, centralization, equity,order,stability of staff etc are the principle of administration management theory. Administration theory focuses on managing the total organization. Henry foyal has divided business activities in six categories, they are as follows.

• Technical activities- the technical activities include the activities relating to the production of goods and services.
• Financial activities- It includes identification of financial resource, collection and their effective use.
• Security activities- It includes the activities relating to the security of assets, goods and employees of business organization.
• Commercial activities- It includes the purchase and sale of raw materials and final goods and services.
• Accounting activities - It includes all the activities relating to financials recording, preparation of journals, balance sheet,income statement etc.
• Management activities - This includes planning, organizing,directing, controlling, staffing and co-ordinating activities.   

Basic Management Skills

1;Plan
Management starts with planning. Good management starts with good planning. And proper prior planning prevents… well, you know the rest of that one.

Without a plan you will never succeed. If you happen to make it to the goal, it will have been by luck or chance and is not repeatable. You may make it as a flash-in-the-pan, an overnight sensation, but you will never have the track record of accomplishments of which success is made.

Figure out what your goal is (or listen when your boss tells you). Then figure out the best way to get there. What resources do you have? What can you get? Compare strengths and weaknesses of individuals and other resources. Will putting four workers on a task that takes 14 hours cost less than renting a machine that can do the same task with one worker in 6 hours? If you change the first shift from an 8 AM start to a 10 AM start, can they handle the early evening rush so you don't have to hire an extra person for the second shift?

Look at all the probable scenarios. Plan for them. Figure out the worst possible scenario and plan for that too. Evaluate your different plans and develop what, in your best judgement, will work the best and what you will do if it doesn't.

2:Organize
Now that you have a plan, you have to make it happen. Is everything ready ahead of your group so the right stuff will get to your group at the right time? Is your group prepared to do its part of the plan? Is the downstream organization ready for what your group will deliver and when it will arrive?

Are the workers trained? Are they motivated? Do they have the equipment they need? Are there spare parts available for the equipment? Has purchasing ordered the material? Is it the right stuff? Will it get here on the appropriate schedule?

Do the legwork to make sure everything needed to execute the plan is ready to go, or will be when it is needed. Check back to make sure that everyone understands their role and the importance of their role to the overall success.

3:Direct
Now flip the "ON" switch. Tell people what they need to do. I like to think of this part like conducting an orchestra. Everyone in the orchestra has the music in front of them. They know which section is playing which piece and when. They know when to come in, what to play, and when to stop again. The conductor cues each section to make the music happen. That's your job here. You've given all your musicians (workers) the sheet music (the plan). You have the right number of musicians (workers) in each section (department), and you've arranged the sections on stage so the music will sound best (you have organized the work). Now you need only to tap the podium lightly with your baton to get their attention and give the downbeat.

4:Monitor
Now that you have everything moving, you have to keep an eye on things. Make sure everything is going according to the plan. When it isn't going according to plan, you need to step in and adjust the plan, just as the orchestra conductor will adjust the tempo.

Problems will come up. Someone will get sick. A part won't be delivered on time. A key customer will go bankrupt. That is why you developed a contingency plan in the first place. You, as the manager, have to be always aware of what's going on so you can make the adjustments required.

This is an iterative process. When something is out of sync, you need to Plan a fix, Organize the resources to make it work, Direct the people who will make it happen, and continue to Monitor the effect of the change.

THEORY OF MANAGEMENT

System Theory of Management.

1. A system is a group of interrelated and interdependent part working towards a common goals. It is combination of several parts forming a complete whole. This theory takes management as a system. Management is a system which works under certain rules and regulations. In system human resources, capitals, raw materials, technological knowledge, skills and information are used. Communication is changed into goods, services through transformation process. It gives equal importance to all the elements including men. Management system is made of different sub-system such as production, marketing, research and development sub-system etc. As a result management system gets dynamism and strength due to which organizational goals become possible to achieve. System can be divided into two kinds as follows

• Closed system- Organizational system that doesn't interact with its environment.
• Open system- Organizational system that interacts with its environment.
  

All the elements become equally important in management system. All the elements do works regularly in order. If one element lacks, the whole system is adversely affected. So the system can be compared with human body.
Main features of system theory are as follows.

• System theory accepts management as an input process output system,
• Different sub-systems lie in one system,
• All the sub-system are linked with one another,
• It becomes useful to study the complex problems and find proper solution,
• It is goal oriented to have existence in its main goals,
• It studies interrelationship of different organs in a system,
• This theory identifies environmental influences,
• It takes an organization as an integrated forms and
  
• It recognizes all the sub-system and close interaction.
  

Personal time management.

What is Personal Time Management?

Personal Time Management is about controlling the use of your most valuable (and undervalued) resource. Consider these two questions: what would happen if you spent company money with as few safeguards as you spend company time, when was the last time you scheduled a review of your time allocation?

The absence of Personal Time Management is characterized by last minute rushes to meet dead-lines, meetings which are either double booked or achieve nothing, days which seem somehow to slip unproductively by, crises which loom unexpected from nowhere. This sort of environment leads to inordinate stress and degradation of performance: it must be stopped.

Poor time management is often a symptom of over confidence: techniques which used to work with small projects and workloads are simply reused with large ones. But inefficiencies which were insignificant in the small role are ludicrous in the large. You can not drive a motor bike like a bicycle, nor can you manage a supermarket-chain like a market stall. The demands, the problems and the payoffs for increased efficiency are all larger as your responsibility grows; you must learn to apply proper techniques or be bettered by those who do. Possibly, the reason Time Management is poorly practised is that it so seldom forms a measured part of appraisal and performance review; what many fail to foresee, however, is how intimately it is connected to aspects which do.

Personal Time Management has many facets. Most managers recognize a few, but few recognize them all. There is the simple concept of keeping a well ordered diary and the related idea of planned activity. But beyond these, it is a tool for the systematic ordering of your influence on events, it underpins many other managerial skills such as Effective Delegation and Project Planning.

Personal Time Management is a set of tools which allow you to:

eliminate wastage

be prepared for meetings

refuse excessive workloads

monitor project progress

allocate resource (time) appropriate to a task's importance

ensure that long term projects are not neglected

plan each day efficiently

plan each week effectively

and to do so simply with a little self-discipline.

Since Personal Time Management is a management process just like any other, it must be planned, monitored and regularly reviewed. In the following sections, we will examine the basic methods and functions of Personal Time Management. Since true understanding depends upons experience, you will be asked to take part by looking at aspects of your own work. If you do not have time to this right now - ask yourself: why not?

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Management:Art,science and profession

Management can be define as art, science and profession. So lets discuss why it is an art, science and profession.

1. Management; an art - art an such an ability through which any thing can be presented in simple and beautiful way because effective. Generally the qualities of an art are practical knowledge, personal knowledge, creativity,result oriented. The above mentioned qualities are also connected with the management. So management is an art. Art is necessary to bring theoretical knowledge of management in practice. In the absence of art it is impossible to make plans, organize, co-ordinate,motivate the employees to work, make effective communication and control. Therefor management is also called an art.
2. Management: a science - Science is a systematic knowledge. It is prove by right thought, observations and experiments. It is based on proved principles. To be science the following characters are necessary such as develop through observation, able to be rested and estimated, universally rue principle and that can be applied, irrefutable principle etc. As the above mentioned characters are found in management, it is also called science. Management is also a systematic knowledge. its principles are also developed through observation and experiments. The principle of management is also universally implemented. So it is a science.
3. Management: as profession- Management is also a profession. In former days only the occupation of advocates, doctors,priests and were taken as the profession. But now-days the management is also taken as profession. The persons having knowledge, ability and skills can be profession. So the management is getting recognition as a profession. As the characteristics of profession like formal education and training, social sanction, self control, acquisition of knowledge etc are found in management, it is taken as profession.
   

Functions of management

following are the major functions of management.

1. Planning- Every function starts with planning. So is in the business also. In common sense planning is predetermined course of action to accomplish the set objectives. planning a business organization its objectives and set up the best procedures for reaching them. It involves decision making as to what is to be done, how it is to be done, where it is to be done, when it is to be done etc. Thus planning includes determination of objectives, setting rules, determining projects, setting procedures and strategy etc. So it is an important function of management.
2. Organizing- Organizing involves divided works into different parts, grouping these activities in the form of position, grouping of various positions into departments, assigning such position to the manager and delegating authority to each manager to accomplish the work in a planned manner.Thus organizing function can be viewed as a tool to translate plans into realities. In this way organizing in ultimate analysis provides a mechanism for purposive, integrated and co-operative action by people in a joint or organized effort to implement plans.
3. Staffing- Staffing involves manpower planning and manpower management. In simple words, staffing functions includes preparing inventory of personnel available, requirement of personnel, sources of manpower, their selection, remmuniration, training and development and periodic appraisal of personnel working in the enterprises. It is very complex and difficult functions of management because it relates to the selection of those people who are properly qualified and mentally rich for business requirements.
4. Leading-The function of like planning, organizing and staffing are merely preparation for doing the works, the leading is or directing functions actually states the works. The leading is concerned with guiding, teaching, stimulating and actuiying the members to work efficiently.