Definitions [3]
Definition: Coordination
- Coordination is balancing and keeping together the team by ensuring suitable allocation of tasks to the various members and seeing that the tasks are performed with harmony among the members themselves. - E. F. L. Brech
- Coordination is the process whereby an executive develops an orderly pattern of group efforts among his subordinates and secures unity of action in the pursuit of common purpose. - McFarland
- Coordination is the orderly synchronising of efforts of subordinates to provide proper amount, timing and quality of execution so that their united efforts lead to the stated objectives, namely, the common purpose of the enterprise. - Theo Haimann
Definition: Profession
A profession may be defined as an occupation backed by specialized knowledge and training, and to which entry is regulated by a representative body and duly recognized by society.
Definition: Profession
A profession may be defined as an occupation backed by specialized knowledge and training, and to which entry is regulated by a representative body and duly recognized by society.
Key Points
Key Points: Objectives of Management
- Management objectives arise from the basic purpose of business and must be achieved efficiently.
- Organisational objectives: survival, profit and growth for long-term success.
- Social objectives: benefit society through eco-friendly production, employment and community services.
- Personnel objectives: satisfy financial, social and growth needs of employees while maintaining organisational harmony.
- ITC’s E-Choupal shows how management objectives and social responsibility can be achieved together in rural India.
Key Points: Importance of Management
- Management helps in achieving common organisational goals.
- It increases efficiency by reducing wastage and improving productivity.
- It enables organisations to adapt to changing business environments.
- It supports employee growth and helps achieve personal objectives.
- It contributes to society through quality goods, services and employment.
- Effective management promotes overall organisational and economic development.
Key Points: Levels of Management
- Levels of management divide human resources into parts based on size and needs of the organisation.
- Management functions operate within a hierarchy of authority‑responsibility relationships.
- Three main levels: top, middle, and supervisory/operational.
- Top management sets goals, strategies, and ensures survival and welfare.
- Middle management connects top and lower levels and executes plans and policies.
- Supervisory management directly controls workers and ensures quality, low wastage, and safety.
Key Points: Functions of Management
| Function | Core Idea | Key Action |
|---|---|---|
| Planning | Decide in advance | Set goals & contingencies |
| Organising | Arrange resources | Assign roles & authority |
| Staffing | Right person, right job | Recruit, train, place |
| Directing | Lead & motivate | Communicate & supervise |
| Controlling | Check performance | Measure, compare, correct |
Key Points: Coordination as an Essence of Management
- Coordination synchronises departmental activities and binds all management functions.
- It integrates group efforts, ensures unity of action, is continuous, all pervasive, deliberate and the responsibility of every manager.
- It is the essence of management, like a thread through all functions; without coordination, organisational chaos results.
- Coordination is crucial due to organisational growth, functional differentiation and specialisation.
- The Dabbawallas example demonstrates practical excellence in coordination using a multi-step, low-technology, highly punctual system.
Key Points: Management as an Art
- Art is the skillful application of knowledge to achieve desired results.
- Management requires personal skills, creativity and regular practice.
- Art is based on theoretical knowledge and personalised application.
- Managers apply management principles creatively according to different situations.
- Successful managers are distinguished by their effective application of management principles.
Key Points: Management as a Science
- Management uses organised, verifiable knowledge and principles, so it shows key features of science.
- Management and science share systematic knowledge, observation, cause–effect relationships, and universal principles.
- Management is a social and inexact science because it deals with human behaviour and qualitative outcomes.
- Management principles arise from experimentation, draw from many disciplines, and need situational modification.
- Management combines art (practice) and science (principles), and both work together for effective management.
Key Points: Management as a Profession
- Management is an emerging profession with a systematic body of knowledge.
- It provides formal education and training through management institutions.
- Managers develop expertise through education and practical experience.
- Management lacks compulsory qualifications, statutory regulation and mandatory association membership.
- Management is a combination of art, science and profession.
Key Points: Management as a Profession
- Management is an emerging profession with a systematic body of knowledge.
- It provides formal education and training through management institutions.
- Managers develop expertise through education and practical experience.
- Management lacks compulsory qualifications, statutory regulation and mandatory association membership.
- Management is a combination of art, science and profession.
