Different Views And Accounts Of The Practise Of Management And What It Entails

2287 WordsDec 15, 201410 Pages
INTRODUCTION There are various controversial views and accounts of the practise of management and what it entails. For example, Peter Drucker (1948) defines management as the continuous process of innovation and marketing, while others simply believe that management is synonymous with leadership. However, all authors agree that management is the process of getting things done efficiently. Management and managers seek sustainability and therefore, all their decisions are centred on accomplishing this either via profitability, market share, good will, etc. In doing this, managers have to employ control mechanisms. Control mechanisms are hard to define as they vary from organisation to organisation and sometimes, even managers in the same…show more content…
This paper would begin by examining the need for control mechanisms in organisations. Then it would consider the evolution of Managerial control in organisations. It would critically evaluate each of the stages looking at the advantages and disadvantages of each and how efficient it was. It would also examine the reason for the change to the next phase. Lastly, it would examine how well management has evolved overtime and whether or not we still have elements of the early stages of managerial control present in organisations today. THE NEED FOR CONTROL MECHANISMS Every organisation has its vision which serves as the determining factor for the choice of its goals and objectives. In achieving these, it becomes imperative for the manager to have a plan of action. One that provides a clear plan for achieving goals and also an appraisal of how well these goals have been achieved. It was as a result of this, that control mechanisms were birthed. Control mechanisms guide the actions of an organisation. They provide a framework whereby top-level managers are able to examine the extent to which the major goals of the firm are being achieved. A positive outcome tells the manager that the chosen control mechanism is suitable for the firm and how he can improve it . However, when there are less than desirable results, the problem can be traced and fixed and efficiency is maintained. Also, at the lower levels the control mechanisms which are precise, shape the actions of the
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