The universality of management is an important concept to consider in modern management thought. When describing management as universal, we refer to the widespread practice of management in all types of organizations. As noted before, one cannot bring a group of people together, regardless of the nature of the endeavor, and expect them to accomplish objectives unless their efforts are coordinated. Among other things, plans must be outlined, task identified, authority relationship specified, lines of communication established, and leadership exercised. Management, therefore, is required before any organization can expect to be effective.
Although management is universal, we should not assume that all managers are the same; if, for no other reason, differences exist because no two individuals are alike. However, all managers perform broad groups of duties that are similar. These groups of duties are the functions of planning, organizing, actuating, and controlling. Although the responsibilities associated with performing the functions vary among levels of authority, managers at all material resources. Since the management functions must be performed to some degree in order to achieve desired goals, we can say that there is, indeed, a universality of management.
The universal nature of management also implies that managerial skills are transferable from one type of organization to another. If this is the case, a manager should expect to experience few problems in moving from one industry to another, from the military to business, from business to government, from education to business, or from one department to another within the same organization. There are certainly persons who have been successful in making such moves. Other, however, have failed. For example. Laurence J.Peter cites numerous cases that show promotions in an organization often accomplish little beyond pointing out the incompetencies of those persons who have been promoted.
Although proven performance in one management position is no guarantee of success in another, various issues should still be explored. First, managerial success depends on how well managers do their jobs - that is, how well they perform the management functions in meeting their responsibilities. Remember that manager is not a narrow technical specialist, but a person who must plan, organize, actuate, and control. Again, this does not overlook the need for technical information in the decision-making process. Technological, social, political, and economic factors must be considered in most decisions. At the same time, managers must recognize the importance of balancing the needs and goals various organizational members. This, in turn, requires an ability to understand the overall nature of an organization's operations.
A second factor to consider concerns to need for flexibility when adjusting to a new organizational environment. All organizations have unique differences. Thus, for managers to be successful in moving from one organization to another, they must be capable of adapting to change. In addition, initiative, motivation to achieve, and the courage to accept and overcome setbacks are important personal characteristics. When moving from large to smaller organizations, these latter characteristics appear to be especially critical. Perhaps this is due to the fact that smaller organizations do not have the technical specialists and staff support groups found in their large counterparts. In any event, career movements from small organizations to larger ones seem to present fewer problems.
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Although management is universal, we should not assume that all managers are the same; if, for no other reason, differences exist because no two individuals are alike. However, all managers perform broad groups of duties that are similar. These groups of duties are the functions of planning, organizing, actuating, and controlling. Although the responsibilities associated with performing the functions vary among levels of authority, managers at all material resources. Since the management functions must be performed to some degree in order to achieve desired goals, we can say that there is, indeed, a universality of management.
The universal nature of management also implies that managerial skills are transferable from one type of organization to another. If this is the case, a manager should expect to experience few problems in moving from one industry to another, from the military to business, from business to government, from education to business, or from one department to another within the same organization. There are certainly persons who have been successful in making such moves. Other, however, have failed. For example. Laurence J.Peter cites numerous cases that show promotions in an organization often accomplish little beyond pointing out the incompetencies of those persons who have been promoted.
Although proven performance in one management position is no guarantee of success in another, various issues should still be explored. First, managerial success depends on how well managers do their jobs - that is, how well they perform the management functions in meeting their responsibilities. Remember that manager is not a narrow technical specialist, but a person who must plan, organize, actuate, and control. Again, this does not overlook the need for technical information in the decision-making process. Technological, social, political, and economic factors must be considered in most decisions. At the same time, managers must recognize the importance of balancing the needs and goals various organizational members. This, in turn, requires an ability to understand the overall nature of an organization's operations.
A second factor to consider concerns to need for flexibility when adjusting to a new organizational environment. All organizations have unique differences. Thus, for managers to be successful in moving from one organization to another, they must be capable of adapting to change. In addition, initiative, motivation to achieve, and the courage to accept and overcome setbacks are important personal characteristics. When moving from large to smaller organizations, these latter characteristics appear to be especially critical. Perhaps this is due to the fact that smaller organizations do not have the technical specialists and staff support groups found in their large counterparts. In any event, career movements from small organizations to larger ones seem to present fewer problems.
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1 komentar:
Please Do change the template used in Blog although you have written Good enough..but some soft colors my help to read better.
Thanks
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