MANAGEMENTAll organizations, whethe

MANAGEMENT

All organizations, whether small or large or large, have to be managed.

Management means the planning, controlling, directing and coordinating of various ideas, activities and programmes in order to achieve a stated objective.

This means that there is a need for people with special abilities and skills.

The main responsibility of the senior managers of any business is decision-making. These decisions are connected with planning, organizing, directing and controlling the work to be done.

Planning has to be undertaken at all levels of management. An organization without proper plans is like a ship without a rudder.

Managers have to decide what to produce, how it should be produced, and for whom. This is at the centre of the planning process. The operation also involves:

1. estimating what resources will be needed,

2. considering what problems are likely to arise,

3. deciding how these can best be overcome.

Long-term plans

Plans may be long-term or short-term, depending upon the time period they are designed to cover. How long a period the ‘long-term’ plans should cover depends very much on the type of business organization concerned and the nature of its objectives. In some (such as small retail shops), it may be as little as a year or even less; in others (such as oil exploration enterprises) it may be as long as twenty or thirty years.

Long-term plans are mainly concerned with the main broad objectives which a business or a department hopes ultimately to achieve. These plans take the form of either strategic or tactical plans.

Strategic plans are concerned with what objectives an organization should try to achieve. They are primarily the responsibility of top management.

Tactical plans deal with how they should be achieved. They are prepared in much more detail and usually the responsibility of senior management.

Short-term plans

These are concerned with the specific activities necessary to achieve the long-term aims. They are usually ‘operational’ plans prepared by departmental managers and senior supervisors. They set out in detail, for each department, the working plans for the immediate future.

The ultimate responsibility of management is to direct. This means making decisions and issuing the necessary commands through the management structure.

If the directions issued by management are to be effective, there must be a proper communication system within the organization since, obviously, the orders must reach those who are to carry them out. It is equally important that should be an effective ‘reporting back’ system – communication is a two-way issue.

Decision-making is a characteristic of management at all levels. The more important the matter is, the higher up the management ladder the decision is made. In large organizations – particularly in the public sector – it is often difficult to identify exactly where decisions are made. The point at which they are apparently made is often different from the point at which they are actually made.

Organisation and personnel charts

A business is usually divided into a number of departments, each being responsible for a specific range of work (such as production, finance, personnel, marketing). The structure of the departments and sub-departments can be shown in an organisation chart. This shows the departments how they are related to each other, and the lines of communication between them.

Organisation charts differ from personnel charts. These show the posts held by individuals, their job titles and, sometimes, the span of control. The charts, therefore, indicate how responsibilities are divided between different individuals, and who is responsible to whom.

Despite their advantages, the charts have three serious limitations.

The amount of work involved in running a large business is usually too much for the senior managers to cope with on their own. This means that responsibilities, authority and duties have to be passed ‘down the line’ to others – i.e. to middle middle management and first-line management. This is known as delegation. One of the arts of management is to know to whom particular tasks can be delegated – and to whom they should not.

Proper delegation means the spreading of the work load. It also means that particular tasks can be delegated to those who have special experience or qualifications to deal with them. However, there is always the risk that the person a task is delegated to will prove to be incompetent. There is also the risk that unless there is proper ‘reporting back’, the senior manager will not know what is going on.

Plans are pointless unless there is a periodic check – a control – on what is being achieved. Whereas planning is concerned with the future, control is concerned with the (immediate) past. Problems can arise at any point during the implementation of a plan. Furthermore, unless a specific check is made on them, they can go unnoticed for so long that they become impossible to remedy. The controls should therefore be carefully planned so that they spot-light the problems which are likely to arise. Also, they should take place regularly.

There are several different types of control. Some can be measured in specific ‘quantity’ terms. With these, an actual figure proposed in the plan (often known as the budgeted or standard figure) can be compared with the figure actually achieved. For example, the planned quantity of raw material expected to be used, together with its anticipated cost, can be compared with the actual quantity used and the actual cost. Similarly, the ‘standard’ (i.e. anticipated) wage rates and the time a job is expected to take can be compared with the actual.

Результаты (русский) 1:

УПРАВЛЕНИЯВсе организации, будь то малый или большой или большой, должны управляться.Управление означает планирование, контроль, направляющей и координирующей различных идей, мероприятий и программ для достижения поставленной цели.Это означает, что существует необходимость для людей с особыми способностями и навыками.Главная ответственность старших руководителей любого бизнеса является принятие решений. Эти решения связаны с планирование, организация, руководство и контроль работы предстоит сделать.Планирование должно осуществляться на всех уровнях управления. Организация без надлежащих планов, как корабль без руля.Менеджеры должны решить, что производить, как это должно быть производства и для кого. Это находится в центре процесса планирования. Операция также включает в себя:1. оценить, какие ресурсы будут необходимы,2. с учетом того, какие проблемы могут возникнуть,3. решить, как они лучше всего могут быть преодолены.Долгосрочные планыПланы могут быть долгосрочные или краткосрочные, в зависимости от периода времени, которую они предназначены для покрытия. Как длительный период, которую «долгосрочный» планы должны покрытия зависит в основном от типа соответствующей организации бизнеса и характер своих целей. В некоторых (например мелких розничных магазинов) это может быть как в год, или даже меньше; в других (например, нефтяной разведки предприятия) может быть как двадцать или тридцать лет.Долгосрочные планы главным образом связаны с основными широких целей, которые бизнес или Департамент надеется в конечном счете достичь. Эти планы занять форме тактических или стратегических планов.Стратегические планы касаются целей Организации следует попытаться достичь. Они являются прежде всего обязанностью высшего руководства.Тактические планы касаются как они должны быть достигнуты. Они готовятся в гораздо более подробно и, как правило, ответственность старшего руководства.Краткосрочные планыОни касаются конкретных мероприятий, необходимых для достижения долгосрочных целей. Они обычно «оперативной» планы, подготовленные руководители департаментов и старших руководителей. Они изложены в деталях, для каждого департамента, рабочие планы на ближайшее будущее.Конечная ответственность руководства является прямой. Это означает, принятия решений и выдачи необходимых команд через структуру управления.Если указания, выданные управления являются эффективными, должны быть систему надлежащей коммуникации в рамках Организации, поскольку, очевидно, заказы должны достичь тех, кто их проведения. Не менее важно, что должно быть эффективным «обратно» системы отчетности – сообщение является двусторонним вопросом.Принятие решений является характерной чертой управления на всех уровнях. Более важным является вопрос, тем выше вверх управления лестница, которую принято решение. В больших организациях – особенно в государственном секторе – это часто трудно определить точно, где принимаются решения. Точка, в которой они сделаны видимо часто отличается от точки, в которой они являются на самом деле сделал.Organisation and personnel chartsA business is usually divided into a number of departments, each being responsible for a specific range of work (such as production, finance, personnel, marketing). The structure of the departments and sub-departments can be shown in an organisation chart. This shows the departments how they are related to each other, and the lines of communication between them.Organisation charts differ from personnel charts. These show the posts held by individuals, their job titles and, sometimes, the span of control. The charts, therefore, indicate how responsibilities are divided between different individuals, and who is responsible to whom.Despite their advantages, the charts have three serious limitations.The amount of work involved in running a large business is usually too much for the senior managers to cope with on their own. This means that responsibilities, authority and duties have to be passed ‘down the line’ to others – i.e. to middle middle management and first-line management. This is known as delegation. One of the arts of management is to know to whom particular tasks can be delegated – and to whom they should not.Proper delegation means the spreading of the work load. It also means that particular tasks can be delegated to those who have special experience or qualifications to deal with them. However, there is always the risk that the person a task is delegated to will prove to be incompetent. There is also the risk that unless there is proper ‘reporting back’, the senior manager will not know what is going on.Plans are pointless unless there is a periodic check – a control – on what is being achieved. Whereas planning is concerned with the future, control is concerned with the (immediate) past. Problems can arise at any point during the implementation of a plan. Furthermore, unless a specific check is made on them, they can go unnoticed for so long that they become impossible to remedy. The controls should therefore be carefully planned so that they spot-light the problems which are likely to arise. Also, they should take place regularly.There are several different types of control. Some can be measured in specific ‘quantity’ terms. With these, an actual figure proposed in the plan (often known as the budgeted or standard figure) can be compared with the figure actually achieved. For example, the planned quantity of raw material expected to be used, together with its anticipated cost, can be compared with the actual quantity used and the actual cost. Similarly, the ‘standard’ (i.e. anticipated) wage rates and the time a job is expected to take can be compared with the actual.

Результаты (русский) 3:

MANAGEMENT

всех организаций, малых или крупных или большие, которыми необходимо управлять.ветровому управление означает планирование, управление, руководство и координацию различных идей, мероприятий и программ в целях достижения поставленной цели.ветровому это означает, что необходимо для людей с особыми способностями и навыками.

Основная ответственность за старших руководителей любого бизнеса не принятия решений. Эти решения связаны с планирование, организацию, управление и контроль за работой, которая должна быть проделана.ветровому планирование должно осуществляться на всех уровнях управления. Организация без надлежащих планов - это корабль без руля.ветровому менеджеры должны принять решение о том, какие для производства, как это должно быть сделано, и для которых.Это находится в центре процесса планирования. Операция включает в себя также:ветровому 1. оценки какие ресурсы потребуются,ветровому 2. рассматривает вопрос о том, какие проблемы могут возникнуть,ветровому 3. принимать решения о том, как эти можно преодолеть.ветровому долгосрочных планов

планов может быть долгосрочных или краткосрочных, в зависимости от периода времени они предназначены для крышки.