Name: Mohamed Abdullahi Khalaf Adm. No. Cefored BA / 098/ 09 Module: Introduction To Business Administration esson !

ne "e#ie$ %uestions %ues. &'( . )escribe the conce*t of mana+ement and $h, it is needed to reach or+ani-ational ob.ecti#es/ Ans$er: Management is a social process entailing responsibility for the effective and economical planning and regulation of a given purpose or task. It is a very popular term. All organizations - business, political, cultural or social are involved in management because it is the management which helps and directs the various efforts towards a definite purpose. It is an art of creating an environment in which people can perform and individuals can cooperate towards attainment of group goals. Management is needed to reach the organizational objectives, because without management it is not possible to attain it. It utilizes all the physical human resources productively, reduce cost, enable organization to survive in changing environment, and lead to better economical production which helps in turn to increase the welfare of people, and leads to effectively achieve the goals of the organization, by efficiently using limited resources in the changing world. %ues. &0( . Ans$er: !he basic elements of managements are" a. 1lannin+" It is the foundation area of management. #lanning re$uires administration to assess% where the company is presently set, and where it would be in the upcoming. &rom there an appropriate course of action is determined and implemented to attain the company's goals and objectives. It refers to forecasting future circumstances and re$uirements. b. !r+ani-in+" It is the process of bringing together physical, financial and human resources and developing productive relationship amongst them for achievement of organizational goals. !his is concerned with dividing work and allocation among groups and persons and determining their responsibilities and relations and the e(tent of their delegation. c. Commandin+" It is the e(ercise of centralized authority and leadership. !his helps the management to control and supervise the actions of the staff, and assist them in achieving the company's goals and also accomplishing their personal or career ist and describe the basic elements of mana+ements.

goals which can be powered by motivation, communication, department dynamics, and department leadership. d. Coordinatin+" It is the act of making different people or things work together for a goal or effect. !his involves seeing that all groups and individuals work efficiently and economically in harmony towards the economic objective. e. Controllin+" It is the process of checking whether or not proper progress is being made towards the objectives and goals and acting if necessary, to correct any deviation. It includes establishing performance standards, evaluating and reporting of actual job performance. And checking to that plans have been carried out and attending to any deviation. %ues. &2( . Ans$er: !he development of management thought can be considered to compromise for main periods" a. 3arl, Influence" It can be deducted, that from earliest recorded times groups of people have been organized to work together towards planned goals. !heir efforts coordinated and controlled to achieve such outcomes. *onsider the management skills re$uired by the ancient +gyptians to build their #yramids, and *hinese to build ,reat -all of *hina. !hat indicates the importance of management, but do not give much insight into the principles of it. b. 4cientific Mana+ement" It is a theory of management that analyzes and synthesizes workflows, with the objective of improving labor productivity. !his method was to investigate every operating problem and try to determine the best way to solve it using scientific method of research. !he core ideas of the theory were developed by &rederick -inslow !aylor in the )../s and ).0/s, and were first published in his monographs, 1hop Management 2)0/34 and !he #rinciples of 1cientific Management 2)0))4. !aylor's methods were developed by 5.6 ,antt, &. ,ilberth, 5. +merson, And 5enry &ayol added the list of management principles, and -eber developed the structure of organizations. c. 5uman "elations Mo#ement and Beha#ioral 4cience " It is a theory of management that studies the behavior of people in groups, in particular workplace groups. It originated in the )07/s8 5awthorne studies, which e(amined the effects of social relations, motivation and employee satisfaction on factory productivity. !he movement viewed workers in terms of their psychology and fit with companies, rather than as interchangeable parts. Advances in science of mankind have revealed a number of factors which help in dealing with business and industrial problems. d. Mana+ement 4cience 4chool" It is a method of management which places greater weight on overall planning and decision making process, and regards efficiency as Identif, ma.or schools of mana+ement thou+ht and ho$ the, ha#e e#ol#ed.

a tool. It advocates the use of computers and mathematics to optimal decision planning, with strong links with economics, business, engineering, and other sciences. It uses various scientific research-based principles, strategies, and analytical methods including mathematical modeling, statistics and numerical algorithms to improve an organization8s ability to enact rational and meaningful management decisions by arriving at optimal or near optimal solutions to comple( decision problems. In short, management sciences help businesses to achieve goals using various scientific methods. %ues. &6( . Ans$er: !he two modern approaches to management are" a. 4,stem a**roach to mana+ement" !he systems approach to management is based on general system theory that says that to understand fully the operation of an entity, the entity must be viewed as a system. !his re$uires understanding the interdependence of its parts. It encourages one to consider the cutting across of traditional boundaries of responsibility between departments in order to appreciate the objectives of the whole organization. b. Contin+enc, a**roach to mana+ement" !he contingency approach to management is based on the idea that there is no one best way to manage and that to be effective, planning, organizing, leading, and controlling must be tailored to the particular circumstances faced by an organization. !his approach assumes that there is no universal answer to problems of organizations, people, and situations vary and change over time. !hus, the right thing to do depends on a comple( variety of critical environmental and internal contingencies. )escribe t$o modern a**roaches to mana+ement that attem*t to inte+rate those #arious schools.

%ues. &7( . Ans$er:

4tate $hat conclusion can be reached from studies $hat mana+ers actuall, do.

Managers do the flowing" a. b. c. d. !hey assume responsibility to see the work is done effectively. !hey balance the competing goals and needs which re$uires resources that are limited. !hey work with and through other people in an organization to reach planned goals. !hey act as mediators of disputes that may affect the morale and production.

e. f.

!hey act as politician using persuasion and compromise to promote organizational goals. !hey are diplomats representing their companies at meeting within and outside the firm.