define management in your own words essay

Essay on Management: Top 9 Essays

Here is a compilation of essays on ‘Management’ for class 9, 10, 11 and 12. Find paragraph, long and short essays on ‘Management’ especially written for school and college students.

Essay on Management

Essay Contents:

• Essay on the Importance of Management

1. Essay on the Introduction to Management :

Management is a vital aspect of the economic life of man, which is an organised group activity. It is considered as the indispensable institution in the modern social organisation marked by scientific thought and technological innovations. One or the other form of management is essential wherever human efforts are to be undertaken collectively to satisfy wants through some productive activity, occupation or profession.

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It is management that regulates man’s productive activities through co-ordinated use of material resources. Without the leadership provided by management, “the resources of production remain resources and never become production”.

In the words of Drucker manager is the life-giving dynamic element in every business. Productive resources-men, money, materials-are entrusted to the organising skill, administrative ability and enterprising initiative of the management.

Modern business is the complex scene of forces of change constantly at work. The size, strategy, structure, motivation of modern enterprises underline the need of creative touch in successfully piloting their affairs. New products, new methods and techniques appear day-after-day to cater to the ever-changing trends of consumers’ tastes and needs. The ceaseless competitive drive to capture markets necessitates intellectual handling of refined requirements of consumers.

Management today is not just an exercise of blind authority or bossism but it implies scientific thinking, accurate planning and meticulous control to ensure quick and better results. Management has become a profession in view of the modern business becoming more sophisticated.

As ownership gets divorced from management, specialisation in business operations becomes more marked. Proprietors, shareholders and even their directors remain comparatively in the background and experts specialising in delicate and intricate matters of industrial techniques play increasingly positive and prominent role in running the business. Professional experts like engineer, scientist, market surveyor, trained executive, researcher, technician, occupy important place in running the affairs of an enterprise today.

Management now a days, therefore, consists of cadre of experts who performs a profitable job to build-up the competitive strength of the firm and they strive to “develop and expand the assets and profits” of the proprietors. According to Drucker, “Management, which is the organ of society specially charged with making resources productive, that is, with the responsibility for organised economic advance, therefore, reflects the basic spirit of the modern age.”

2. Essay on the Meaning and Definition of Management:

It is not an easy job to give the exact meaning of management.

Different writers have used the term “Management” in different senses, which will be clear from the following discussion:

Management as a Process :

In the words of George R. Terry, “Management is a distinct process consisting of planning, organising actuating and controlling performed to determine and accomplish objectives by the use of human beings and other resources.” The elements of management are: planning, organising, actuating (directing) and controlling.

These are also called the functions of management. It is through the performance of these functions that management is able to effectively utilise manpower and physical resources such as capital, machines, material, etc. to produce goods and services required by the society.

This has been shown in Fig. 1:

Henri Fayol has defined management as a process consisting of five functions: “To manage is to forecast and plan, to organise, to command, to coordinate and to control.”

However, modern authors do not view coordination as a separate function of management. They consider it as the essence of managing. Koontz and O’Donnell have classified the functions of management as follows: planning, organising, staffing, directing and controlling. These functions are inter-dependent and interrelated. There is no fixed sequence of their performance. They are performed more or less simultaneously.

Management is regarded a process because it involves a series of functions as shown in:

It starts with planning and ends with controlling. But it does not mean that managerial functions are followed in a specific sequence. A manager performs all the managerial functions simultaneously. Moreover, Management is a never-ending process.

There are three features of management as a process:

(i) Management is a social process as it deals with human beings.

(ii) Management is an integrating process as it organises human resources for the efficient use of other resources like capital, materials, technology, machines, etc.

(iii) Management is a continuous process. It is always involved in identifying the organisation problems and solving them.

“Management is the technique of getting things done.”

“Management is the art of getting things done.”

Marry Parker Follet defined management as “an art of getting things done through others”. This is a traditional definition of management. It emphasises that management directs the workers for getting results from them and supervises their performance. The workers are treated merely as a factor of production like materials, machines and capital.

This definition is insufficient in the modern world because of the following reasons:

(i) The above definition is incomplete because workers are treated as a mere means to organisational goals.

(ii) The management tries to manipulate the behaviour of the workers.

(iii) The needs and aspirations of the workers are not considered.

People are not mere cogs in the wheel and so they should not be treated as commodity or mere means to certain ends. Needs and aspirations of the people working in an organisation should not be overlooked. They must be satisfied so as to obtain sustained and consistent effort towards organisational objectives.

Management may be defined as a technique of getting things done through others by satisfying their needs and providing them opportunity for growth and development. According to Harold Koontz, “Management is the art of getting things done through and with people in formally organised groups. It is the art of creating environment in which people can perform as individuals and yet cooperate towards attainment of group goals.”

In order to accomplish results, management must create opportunities, and encourage growth and development of employees and provide guidance and assistance, wherever necessary. All this demands skillful application of the basic principles of the science of management. Managers must have conceptual, technical and social skills in translating the abstract organisational philosophy into concrete action.

Management is the dynamic life-giving element in every organisation. It is the activating element that gets things done through people. It provides the force necessary to transform the resources of a business organisation into desired goods and services. The primary job of management is to convert the disorganised resources of men, machines and materials into a productive organisation.

Management as a Group :

In the words of sociologists, management is a group or a class who together carry out various managerial activities.” Thus, management refers to the group of people in an enterprise who are carrying out management functions.

In other words, all individuals occupying managerial positions are collectively known as management. A manager is a person who performs the managerial functions of planning, organising, staffing, directing and controlling.

Since a manager performs the managerial functions, he is a member of the management of the organisation. Used in this sense, management includes all those who manage the affairs of an organisation. But in practice, the term ‘management’ is used to indicate the top management consisting of chairman, managing director or chief executive and Board of Directors.

Management as a Discipline :

As a discipline, management refers to the body of knowledge and a separate field of study. Management is an organised body of knowledge which can be learnt through instructions and teaching. It entails the principles, practices, techniques and skills of management which help in achieving organisational objectives. This discipline is taught widely in schools and colleges in most of the countries of the world.

Management has acquired the status of a discipline because of the following two reasons:

(i) A lot of research is being carried out by the scholars in the field of management. The results of research will be useful for future managers.

(ii) It is a specialised body of knowledge, which is studied and practised in management institutions.

Management as an Activity :

Management is an activity concerned with getting things done through people and directing the efforts of individuals towards a common objective. In the words of Harold Koontz, “Management is the art of getting things done through and with people in formally organised groups.”

Management gets results from the people by satisfying their needs, and expectations, and providing them opportunity for their personal growth. Management is a distinct activity in any organisation which is necessary for the achievement of its objectives.

According to another functional classification management activities are classified as:

Classification of Management Activities

1. Informational Activities:

Management has to act as a communicative link between subordinates and superiors. On one hand management receives, requests explanations, statements and suggestions from their subordinates and on the other hand it also receives orders and instructions from superiors. In their informational role as managers the requisite information is passed on to both subordinates and superiors.

2. Decisional Activities:

Management being both administrative and executory has to take routine and strategic decisions regarding various operational activities so that the organisation work is executed smoothly. In their decisional role as managers, management can also be termed as innovators, resource allocators, negotiators and crisis managers.

3. Inter personal Activities:

Management being a team work and group activity requires cooperation, coordination and harmonious relationship between individuals and departments. In order to integrate and charrelise best efforts of individuals to attain predetermined objectives of the enterprise, managers in their interpersonal role act as a figure head of the enterprise, as a leader and as a liason.

Other Definitions of Management:

Various writers have given various definitions of the management.

The following are some of the important definition:

According to E.F.L. Brech, “Management is the process of planning and regulating the activities of an enterprise.”

According to Lawrence A. Appley, “Management is the development of people and not the direction of things management is personnel administration.”

According to Koontz and O’Donnell, “It is the task of manager to establish and maintain an internal environment in which people working together in groups can perform effectively and efficiently towards the attainment of group goals.”

According to Kimball and Kimball, “Management embraces all duties and functions that pertain to the initiation of an enterprise, its financing, the establishment of all major policies, the provision of all necessary equipment, the outlining of the general form of organisation under which the enterprise is to operate and the selection of the principal officers. The group of officials in primary control of an enterprise is referred to as “the management.”

According to William Spriegel, “Management is that function of an enterprise, which concerns itself with the direction and control of the various activities to attain the business objectives.”

According to Keith and Gubellini, “Management is the force that integrates men and physical plant into an effective operating unit.”

According to S. George, “Management consists of getting things done through others. Manager is one who accomplishes the objectives by directing the efforts of others.”

According to Newman, Summer, Warren, “The job of management is to make cooperative endeavour to function properly. A manager is one who gets things done by working with people and other resources in order to reach an objective.”

3. Essay on the Characteristics of Management:

The main characteristics of management are as follows:

(i) It is Goal-Oriented:

The important goal of all management activities to achieve the objectives of a business concern. The objectives of the business may be economic, social and humane.

(ii) It is a Process:

When it is used in the sense of a process, it refers to what management does. In other words, it refers to the process of managing, planning, organising, staffing, guiding, directing supervising and controlling.

(iii) It is a Group Activity:

For the success of a business, it is necessary that all human and physical resources are co-ordinated to achieve the maximum levels of productivity. We all know that the combined productivity of various resources will always be higher than the total productivity of each resources.

(iv) Management is Universal:

It is required in all types of organisations, e.g., family, club, university, government, army, business. The basic principles of management are applicable in business as well as in other organisations. However, these principles are flexible and they can be modified to suit different situations.

(v) It is an Art and Science:

It consists of both the elements of science and art. The science of management gives a body of principles or laws for guidance in the solution of specific management problems and objective evaluation of results. The management as an art consists of this use of skill and effort for producing desirable results or situations in specific cases.

(vi) It is a Factor of Production:

Not only the land, labour and capital are of effective use for the production of goods and services but the managerial skills are also used effectively for this purpose.

(vii) Management is Dynamic:

Management denotes is an ever-changing environment, It involves adoption of an organisation to changes in its environment, and modifying the environment for the benefit of the organisation. Therefore, management is a constantly growing process.

(viii) Management is a Profession:

Management is considered to be a profession as it possesses all the attributes of profession as:

(i) A systematic corpus of knowledge,

(ii) A period of apprenticeship, and

(iii) A code of conduct.

(ix) Management is an Important Organ of Society:

Management has become an important organ of society. Management of large scale undertakings influence the economic, social, moral, religious, political and institutional behaviour of the members of the society.

(x) It is a System of Authority:

In every organised group supreme authority must rest somewhere. There should be a clear line of authority from the supreme authority to every individual in the group.

4. Essay on the Nature of Management:

A study of literature of management often gives rise to a question as to whether management is a science or an art. The brief discussion which follows leads us to the conclusion that it is both a science and an art.

Management as a Science :

Science is by definition a body of knowledge gathered by experimentation and observation, artificially tested and expressed in the form of general principles.

Following are the essential features of science:-

1. Systematised Body of Knowledge:

Science being ‘systematic’ is based on cause and effect relationship. It consists of theories and principles which have the capacity to give reasons for past happenings and at the same time, can be used to predict the result of specification in future.

2. Scientific Methods being used:

Personal opinions and individual likes and dislikes don’t influence scientific principles. They are obtained through scientific investigation and reasoning. They are critically tested and can be scientifically proved at any time.

3. Principles based on Experiments:

Observation and testing the validity and truth through experimentation makes a statement, a principle.

4. Universally applicable:

Scientific princAples may be applied in all situations and at all times, exceptions though may be logically explained. These principles, under required given conditions never fail at any place or point of time.

The debate about whether or not managing is a science continues. The answer to this question depends largely on the degree to which the scientific method is used to determine managing principles and solve managing problems.

Management satisfies many of the scientific principles, for e.g.:

1. Management is a systematised body of knowledge. Its principles explaining cause and effect relationship between various variables, e.g., Principle of Unity of Command if not followed leads to inefficiency, confusion and duplication of work.

2. Management principles are evolved on the basis of observation and repeated experimentation. For instance, it is being observed through experiments that if stability in tenure of an employee is not there, his working efficiency decreases.

But, at the same time, there exists many scientific features which do not coincide with those of management.

Briefly, the method of science consists of the following steps:

1. Facts or data are collected in an objective manner.

2. These facts are classified in some way, usually on the basis of similarities or dissimilarities, in an attempt to make the data more meaningful.

3. From the classifications, hypotheses are formulated establishing cause and effect relationships between various given factors.

4. The hypotheses are then tested to determine their reliability and validity.

5. After the hypotheses are verified and if they stand the test of time, they then have interpretive or predictive value when applied to similar phenomena.

In referring to the hope of dream that a true science of management may someday be achieved. Professor Mee states, “This hope probably will be realized in another chapter in another book in another century.” Perhaps the best that can be said is that a science of management is just beginning to emerge.

It has often been stated that even when management attempts to use the method of science (from which managing principles are also derived), management is neither as precise nor as comprehensive as the natural and social sciences.

There are several reasons why this is true:

1. The rational approach and the application of the method of science are relatively new in business and industry. As a result, managing has not developed the comprehensiveness found in other disciplines that have used the scientific approach for a much longer time.

In fact, one of the more significant developments in the last seventy-five years in the field of management has been the tendency toward using the rational approach in solving management problems.

2. Relatively few managers are trained or experienced in using the method of science. Those who are trained may find it too time-consuming and, because of this as well as other limiting factors, seek other ways to reach decisions and to solve problems.

3. Precision measuring instruments and tools are not always available in management. A manager is forced to use relative measurement where absolute measurement is not possible or feasible. To evaluate the performance of a group of supervisors, for example, he may have to use a relative measuring device such as a carefully prepared rating scale. For his purposes, however, the relative measuring technique is just as useful and effective.

4. In the physical sciences, the researcher works with a single variable, holding all other factors constant. Managers can seldom do this. They almost always deal with people, the human element with all its weaknesses. The human element can never be treated as a constant; hence precision is less than in the physical sciences, though equal to that of the social sciences. Businessmen are always dealing with the unpredictable: people, governments and nature.

5. Most importantly, managerial decision-making, unlike problem solving in the sciences, stresses action rather than truth. A manager’s decisions must have practical application. Managers strive for reasonable results under uncertain conditions rather than for perfection. A method, technique, or device only has to be “good enough” to get the job done.

Management as an Art :

Art refers to the skill to put into action a systematized body of knowledge for the achievement of a given task. To get mastery in any skill it is necessary to have the thorough knowledge of the principles of doing the particular task. At the same time it is necessary to possess the tact, the care to be taken, the discretion and proper judgement in applying the principles involved.

Presence of mind, promptness to react to the given situation and correct response demanded by the prevailing condition are all essential to perform skillfully the task undertaken.

Experiences and judgement add to this skill. Management is also an art as it is necessary to apply the principles of management in planning, organising, staffing, directing and controlling the whole series of activities all through the managerial process.

Throughout the stages of the process of decision-making and execution of these decisions all the individuals occupying various positions at different levels of management need all the skills involved.

Briefly, these skills are called the planning skills, the organising skills, the staffing skills, the directing skills (how to motivate, to communicate, and to lead) and the controlling skills. Sometimes it is said that a good manager is born and not made. But it has been now established and accepted that it is through learning and training process that skilled managers are developed.

As Koontz and O’Donnell have rightly pointed out the work of managing a business or any group activity is an art. But for this the organised body of knowledge is required. It is certainly a science. Thus art and science are not exclusive terms but complementary ones.

Management as an art has the following features:

(a) Personal Skill:

Human beings apart, there are other factors which vary in their effect and role in the achievement of the managerial tasks. Managers have to apply their skill to deal with them.

(b) Practical Knowledge:

Business enterprises involve risks. Only those who have experience can deal effectively with such risks.

(c) Result Oriented Approach:

Management as an process aims at achieving concrete goals. It aims at utilising available resources optimally by creating a congenial atmosphere.

(d) Personal Judgement:

No doubt there are useful principles of management, but it needs individual judgement to apply them properly and at appropriate time. It means art is necessary.

(e) Continuous Practice:

The art of management is much older than the science of management which as an organised body of knowledge is hardly about ninety to hundred years old.

Management: Both Science and Art :

Management is a combination of an organised body of knowledge and skillful application of this knowledge. According to Brech, “A systematic body of knowledge underlies the competent practice of management”.

Much of this knowledge are to be found in various academic disciplines. Competent performance of various management functions necessarily needs an adequate basis of knowledge and a mature scientific approach.

Thus management is both a science and an art. It is a science because it uses certain principles. It is an art because it requires continuous practice to ensure the best possible result. Thus science and art in management are not mutually exclusive. Both of them exist together in every function of management.

Management as a Profession:

Profession is defined as a composite of intellectual and executive qualities applied to carry out successfully the specified activities for the benefit of others. It is an intellectual field. One enters into it to work without any expectation of a direct share in the profits earned out of the activities to carry out which one might be contributing his specialist knowledge or intellect.

According to George, “Profession is that which has a well-defined body of knowledge, which is learned, intellectual and organised, to which entry is restricted by examination, or education and which is primarily concerned with service to others above self-award.”

Features of Profession:

The above statement makes the following features of profession clear:

1. Existence of a body of knowledge, techniques, skills and specialised knowledge.

2. Formalised methods of acquired training and experience.

3. The establishment of a representative organisation with professionlisation as its goal.

4. The formation of an ethical code for the guidance of its conduct.

5. The charging of fees based on the nature of service extended.

In the light of what has been said above management can be said to be a profession.

The arguments in favour of this statement are given below:

1. Body of knowledge:

All over the world there is marked growth of an organised systematic body of knowledge about management as a process.

2. Formal methods of teaching:

The establishment of professional schools of management in which management as a body of knowledge can be taught is seen everywhere. India is no exception to it as is clear from the establishment of Indian Institutes of Management at Ahmedabad, Calcutta, Bangalore, Lucknow and Post­graduate Departments of Management as well as Institutes/Colleges of Management being established in different parts of the country.

3. Fee as remuneration:

The number of management consultants is increasing Even a large number of well reputed firms are establishing their consultancy agencies.

4. Existence of ethical code:

There is growing emphasis on the ethical basis of management behaviour.

5. Establishment of representative organizations:

Both at the national and international levels management associations have been formed with their membership rules, codes of conduct, etc. All India Management Association, New Delhi.

National Institute of Personnel Management, Calcutta, Institute of Marketing and Management, Institute of Chartered Accountants of India, New Delhi, Institute of Costs and Works Accountants of India, Calcutta are the well established associations in India. And many more organisations in the specialised fields/ branches of management are being organised.

Management as Profession: A Controversy :

However, there is no agreement on this point. Questions are asked: Is management a profession? Is it becoming a profession? As it is well known, a large number of business units are operating as sole traders and single entrepreneurship enterprises. By definition and in practice they are managed by proprietor-managers. So is the case with partnership firms and joint Hindu family firms.

But company form of business enterprises in India and corporate organisations in USA and other countries are even by definition the enterprises in which ownership is divorced from management. Even then question remains if all of them are managed by professional managers. As things stand, under law it is the shareholders who elect the Board of Directors from amongst themselves.

Thus the topmost group at the top level management of a company or corporate body are not professional managers. But all the big companies operating on large scale do appoint executives and managers on salary-cum-perks basis. Thus they are the professional managers.

In large companies even the Vice Presidents of marketing, finance, etc. who are on the Board of Directors are the professional managers. So are all those working at the middle level and lower level of management. In case of public undertakings management is in effect with the professional managers. Exceptions to it are Departmental Undertakings such as Railways. Posts & Telegraphs etc. which are controlled by the various departments of the Government.

But there also other than the Minister-in-charge all those looking after the management are professionals. A new trend is becoming more and more marked. Proprietary managers are becoming more interested in acquiring the latest knowledge and technique of management. They are sending their own sons, daughters and other close relatives abroad to acquire degrees and diplomas in management.

Others are joining short- term courses in management run by organisations like Administrative Staff College, Hyderabad. All India Management Association etc. Such persons are now occupying positions at the topmost layers of the managerial hierarchy.

Are these persons to be regarded as proprietary managers or professional managers ? No doubt all the features of profession are not applicable to them. But they do possess other features.

In conclusion, it may be said that all the requirements of profession are not satisfied by managers at the top. But management is, by and large, becoming professionalised, it is more so in the developed nations. But even in India large number of managerial cadres are getting professionalised.

This is applicable to both the public and private sectors. Even the case of smaller enterprises, which are run by proprietary managers, assistance of professionals such as chartered accountants, cost accountants and lawyers are being utilised to a great extent.

5. Essay on the Objectives of Management:

Objectives can be divided into three categories: Individual, Social and Organisational. Recognising the three categories and reacting appropriately to each is a challenge for all modern managers.

(I) Individual Objectives :

Individual objectives are the personal goals each organisation member would like to reach through activity within the organisation. These objectives might include high salary, personal growth and development, peer recognition, and societal recognition.

(II) Social Objectives :

Social objectives deal with the goals of an organisation toward society. Included are obligations to abide by requirements established by the community, such as those pertaining to health, safety, labour practices and price regulation.

Further, they include goals intended to further social and physical improvement of the community and to contribute to desirable civic activities.

It should be noted that most business houses in achieving their primary goals also contribute to their respective communities by creating needed economic wealth, employment and financial support to the community.

(III) Organisational Objectives:

Drucker indicates that the very survival of management may be endangered if managers emphasize only a profit objective. This single-objective emphasis encourages managers to take action that will make money today with little regard for how a profit will be made tomorrow.

In practice, managers should strive to develop and attain variety of objectives in all management areas where activity is critical to the operation and success of the system. Following are the eight key areas in which Drucker advises managers to set management objectives.

1. Market Standing:

Management should set objectives indicating where it would like to b£ in relation to its competitors.

2. Innovation:

Management should set objectives outlining its commitment to the development of new methods of operation.

3. Productivity:

Management should set objectives outlining the target levels of production.

4. Physical and Financial Resources:

Management should set objectives with regard to the use, acquisition and maintenance of capital and monetary resources.

5. Profitability:

Management should set objectives that specify the profit the company would like to generate.

6. Management Performance and Development:

Management should set objectives that specify rates and levels of managerial productivity and growth.

7. Worker Performance and Attitude:

Management should set objectives that specify rates of worker productivity as well as the attitudes workers possess.

8. Public Responsibility:

Management should set objectives that indicate the company’s responsibilities to its customers and society and the extent to which the company intends to live up to those responsibilities.

6. Essay on the Levels of Management:

More of the authors have conceived of three levels of management in any fairly-sized business undertaking.

These are as follows:

1. Top Level Management

2. Middle Level Management

3. Lower level Management

Management is considered as a Three-tier activity. The top tier centres round the determination .of objectives and policies, the middle tier concerned with implementation of policies through the assistance of lower tier of the organisation.

The various tasks in a business enterprise “become structured somewhat like a pyramid, with the highest level of management centred at its apex”.

The managerial set-up of any undertaking, therefore consists of three levels – Top Management, Middle Management and Operating Management or Lower Level Management.

The following chart illustrates Levels of Management in a company form of enterprise of fairly large size:

This gradation of level of management is not a watertight arrangement but represents a hierarchy of authority and responsibility designed to secure a systematic sequence of operations. Each level is blended into another through its functions and all the layers of authority constitute an integrated arrangement.

The demarcation of the levels is only to analyse the range of responsibility and span of control and it underlines the principle of specialisation in administrative executive processes.

A. Top Level Management:

Top level management is made up of Board of Directors, its Chairman, Managing Director or General Manager and other key officers responsible for smooth and systematic conduct of the affairs of the enterprise.

The top level management is a concept of functions concerning the manner in which the enterprise should be shaped.

In view of large size of modern companies, the key functions cannot be performed by a single person, and hence a compact group of elected office-bearers, experts and executives form the top management level of enterprises these days. Board of Directors is assisted by Managing Director, General Manger etc. in directing the company’s operations.

Top level management’s work is a creative process and it also involves commitments of high order of responsibility. As Allen observes “top-management work is a work which must be performed at the apex of the organisational pyramid because it cannot be carried out effectively at lower levels.”

Top management is also described “as the policy-making group responsible for the overall direction and success of all company activities.” It is a chief custodian of the property of the enterprise. It is the main mobiliser of resources in men and materials essential for the inception, maintenance, operations and expansion of the undertaking.

It is more basically a panel of planning the company’s operations and in due course shall develop into an evaluating and controlling medium for securing the maximum possible performance. It is concerned with the problems and policies of the entire enterprise.

The functions of top management include:

“Identifying key factors for the survival and growth of the company and devising basic objectives, policies and programmes for dealing with these factors: being sensitive to the inter-dependence of the numerous actions and maintaining a strategic balance in these actions; and keeping an eye on how current activities of the company will cutting with predicted changes-social, political, technological and competitive-and adopting company plans to the anticipated environment.”

Functions of the Managers at the Top Level Management :

The fundamental functions of mangers of the top management may be classified into the following categories:

(1) Determining the objectives.

(2) Framing the policies and making plans to carry out the objectives and policies.

(3) Setting up an organisational framework to conduct the operations as per plans.

(4) Assembling the resources needed to put the plans into operation.

(5) Controlling the operations through organisation.

1. Determining the Objectives :

Objectives are goals which every enterprise seeks to achieve. Most of the companies describe in detail the nature of their activities in the objects clause of their Memoranda of Association. But by and large the general objectives which top management should aim at are survival, profit, business growth, prestige or status and social acceptance.

Production of particular product of specific quality, satisfaction of customer’s needs, earning of profit by production and sales, looking out for expansion and diversification of business, building up an image or reputation of the company in the eyes or estimation of the society are the broad objectives set up by top management.

Objectives also may be specific. They relate to types of activities. Specialty in workmanship, competitive pricing, marketing method, widening the area of sales abroad, relations with the workers, customers, public, government, etc.

2. Framing of Policies :

The objectives are realised through policies framed by the management. Policies signify the decisions taken by the management on different strategic aspects of company’s operations or activities.

Production policy indicates the schedules of production to meet the market demand.

Product policy lays down the standards, specifications, size, design, colour shapes etc. of the product.

Marketing policy describes the channels of selling the product (direct sale or dealership, agency etc.), advertising and sales promotions techniques to be adopted, the sales targets to be attained etc.

Pricing policy emphasises the quality aspect of the product as well as the comparative competitive nature of the rates quoted, discounts allowed etc.

Personnel policy deals with recruitment, placement, training, remuneration, promotion, rewarding and regulating the productivity of the personnel.

Financial policy is concerned with procuring funds required for investment in fixed assets or required to be held over for working capital needs, sources of finance, e.g., borrowing, self-financing, issuing additional capital etc.

Top management has also to devise plans and schemes for precise execution of policies within a given time. Plans set out the course along which operations in different departments are to be conducted as per the criteria laid down in the respective policies.

production schedule, sales campaign, financial arrangements, personnel motivation have to be drawn as to focus and guide the activities of the company in the direction of the realisation of the basic objectives.

3. Organising:

Organisation means division of functions, allocation of duties to the personnel, fixation of range of their responsibility and the scope of their authority and co­ordination of the activities of the departments of the undertaking. Standardisation of administrative procedures is the main task of organising the enterprise.

Systems and procedures are the methods intended to govern the departmental activities of a company. Organisation ensures smooth flow of work from one stage to another, or from one department to another, so that the whole undertaking is enabled to achieve the targets to the benefit of the company and satisfaction of customers.

4. Assembling the Resources:

Prior to the launching of the plans, the resources of money, men and materials have to be assembled. Executives and operatives are appointed after careful selection on the basis of their merits and the nature of jobs to be handled.

Money capital has to be raised through issue of shares, debentures, etc. and arrangement for working capital has to be made through reserves, bank advance etc.

Then the physical resources-machinery, tools, furniture, buildings, water supply, power, other ancillary equipment-have to be collected as per estimated needs. The management has to find out the sources of finance for implementing the plans and programmes.

5. Controlling :

Top level management does not directly execute work. But the Chief Executive in the top management has the responsibility of exercising supervision over all the departments to make sure that the middle and lower managements are functioning as per the plans.

By controlling we mean instituting checks or comparisons of actual results with the planned targets. It implies evaluation or measurement of the work turned out in each section or department with reference to the goals envisaged in the basic plans and policies of the company.

The top level management lays down the standards of performance for the purpose of comparison of the actual results with the planned performance. Standard cost per unit, sales quotas, net profit per unit of sales are some of the reliable criteria for comparison.

Top level management finds out to what extent the performance has been upto the mark and identifies in the course the sources of strength and weakness in the different phases of organisation and operations.

Top level management has to act as coordinator and regulator of the activities of the undertaking in its different dimensions. It will call for reports, statistical data, special studies, accounting records to know the position of performance and to apply regulatory checks wherever and whenever necessary.

B. Middle Level Management:

Middle level management is concerned with the task of implementing the policies and plans chalked out by the top management. Middle management comprises departmental heads and other executive officers attached to different departments.

These departmental managers and officers are expected to take concrete steps for actual realisation of the objectives and operational results visualised in the plans finalised by the top officers of the organisation. “This group is responsible for the execution and interpretation of policies throughout the organisation and for the successful operation of assigned division or departments.”

Managers at the middle level management level exercise the usual functions of management in respect of their own departments. They have to plan the operations, issue instructions to their assistants, collect the resources required and control the work of the men under them and evaluate the results achieved by their department with reference to the plans formulated by the top management.

If the top management is endowed with the authority of policy-making, middle management is entrusted with the programming of efforts essential for implementing the basic pre-determined policies.

Functions of Managers at the Middle Level Management :

The functions of the managers at the middle level management can be broadly summarised as follows:

(i) Interpretation of policies framed by top level management.

(ii) Preparing the organisational set-up in their departments for fulfilling the objective implied in various business policies.

(iii) Finding out the suitable personnel and assigning duties and responsibilities to them for the execution of the plans of the concerned departments.

(iv) Compiling detailed instructions regarding operations and issuing them to the assistants and operatives to focus and guide their efforts accordingly.

(v) Motivating the personnel for higher productivity and rewarding them for their merit, capacity or calibre.

(vi) Cooperating with other departments so as to evolve a smoothly functioning organisation.

(vii) Collecting reports, statistical information and other records about the work turned out in respective departments and forwarding the same with their observations to the top level management.

(viii) Recommending to the top management, new or revised policies for their departments to secure better performance.

Middle level management managers are responsible for all the leading functions within each department. They provide “the guidance and the structure for a purposeful enterprise”.

The top management’s plans and ambitious expectations cannot be fruitfully realised without the key officers at the middle level management.

Managerial Structure at the Middle Level Management :

Generally the following functions at the middle level management are performed through the various departments under the departmental managers or heads.

1. Production department headed by works manager is concerned with the following functions:

(i) To collect the work orders and issue them to concerned sections.

(ii) To guide the foremen, and prescribe methods and process to be followed in execution of the work allotted.

(iii) To devise a system of inspection of factory functioning, the components, semi-finished and finished products.

(iv) Assembling the tools, equipment, plant, qualified personnel etc. to execute the production’s plan.

(v) Controlling the factory expenses.

2. Engineering Department headed by chief engineer has to perform the following functions:

(i) Production-planning, routing, scheduling.

(ii) Plant layout suited to the execution of production plans.

(iii) Designing the products, their specifications, standards, quality, workmanship etc.

(iv) Research in methodology of production for improving technical efficiency.

(v) Plant and tools maintenance and development of the full capacity of production.

(vi) Economy in production costs and resource consumption.

3. Personnel Department:

It is headed by the chief personnel officer, labour officer. He has to devise selection procedure and training schemes: he has to maintain service records of the staff and formulate methods of remuneration in conformity with the productivity and cost of living. He has to assure wholesome working conditions to the personnel and look after their social and economic security and welfare.

4. Stores Department headed by stores manager is concerned with systematic organisation of purchasing raw materials, stores articles, tools, equipment, spare parts, etc. and proper custody of the materials with the responsibility of issuing them to the requisitioning departments.

He has to sort and arrange neatly the stockpile of materials etc. and keep an up to date record of materials, stores, tools, etc. received, issued, consumed, balance held in stock, etc.

5. Office Manager is in-charge of secretarial work of correspondence, filing, indexing, use of office appliances, maintenance of records and reports pertaining to the different departments.

6. Accounts Department:

The chief Accountant is responsible for maintaining up-to-date accounts of financial transactions and recording sales, purchases, receipts and payments.

He is also required to compile periodically the Trading Account, Profit and Loss Account and Balance sheet of the firm.

He should ensure that monthly financial statements indicating the position of the firm are placed before the Board and other top management officials.

7. Costing Department:

In bigger enterprises a separate department for costing is constituted and cost accountant is appointed to administer the functions of the section.

Costing department is entrusted with the main functions of ascertaining the prime and supplementary costs and submission of cost-sheets to the top level management for appraisal.

Costing department keeps detailed records of costs of completed jobs in progress, costs of materials, labour, factory overhead costs and sales on cost. It helps the management to find out the disparity between estimated costs and actual costs and the reason thereof so that remedial measures can be adopted.

8. Sales Department:

This section is the life-blood of the enterprise because the sales are the barometer of business profits and reputations of the firm. The work of the department is to create demand for the goods for promoting maximum possible sales at quick pace in wider markets.

The vital functions of the department are as follows:

(i) Market research to find out the needs, tastes and buying habits of the consumers.

(ii) Looking out for new markets for the goods.

(iii) Organising advertisement campaigns and other sales promotion activities for creating, maintaining and expanding the demand.

(iv) Collecting orders from the customers through agents, dealers or salesmen.

(v) Executing the orders by timely despatch of goods.

(vi) Supervision of salesmen’s efforts, training and stimulation of salesmen.

(vii) Organising after-sale service and similar sales promotion efforts.

(viii) Looking after proper warehousing, packing and despatch of goods.

(ix) Attending to customers’ complaints and suggestions.

C. Lower Level Management (Operating Management) :

It is described as the lowest level in the administrative framework and actual operations are the responsibility of the rank and file constituting this level of management.

Foremen, supervisors and sub-departmental executives assisted by a number of workers, clerks etc. carry out the actual operations as per schedule. Their authority and responsibility is limited and they have to follow the lines drawn by the higher levels of management.

The plans and policies of the top level management will fail if the foremen and operatives do not fully realise the spirit of sustained work. The quality of the workmanship and quantity of output will depend on the hard labour, discipline and loyalty of the operating personnel. The foremen or supervisors are responsible for executing the work orders allotted to their respective sections.

They pass on the instructions of middle level management to the working force, procure the materials, tools etc. required for the jobs, assign specific duties to individual workmen and guide them in acting upon the instructions and handling the job on hand with ability and accuracy.

They seek to maintain precise standards of quality, prevent wastage of materials by negligent workmen, look to the safety of machines and equipment and ensure steady flow of output as per plans and programmes prescribed by the top level and middle level managements.

They are also responsible for maintaining discipline among the respective batches of workers, preserving and boosting their morale and fostering the team spirit in them.

7. Essay on Theo Haimann’s Three Notions about Management:

According to Theo Haimann management is used in three different senses:

(i) It is used as a noun. It refers to the group of managerial personnel of an enterprise.

(ii) It refers to the processes of managing, planning, organising, staffing, guiding, directing, supervising and controlling.

(iii) It is used apart from the above two—personnel and activity- but it describes the subject, the body of knowledge and the whole practice, the discipline.

I. Management is an art of getting things done through other people :

It is a process of activity consisting of some basic techniques for getting the objective of an enterprise fulfilled through the efforts of people. It is the activating element in any concern for getting things done through people. But today it is thought to be against humanity. At present: “It is the art of getting things done through and with the people informally organized groups.”

The job of management is to give active leadership that unites the productive but passive resources into a fruitful organization.

As per E. Peterson and E.G. Plowman:

“It is a technique by means of which the purposes and objectives of a particular human group are determined, clarified and effectuated.”

As per E.F.L. Breach it has been said as:

“A social process entailing responsibility for the effective of efficient planning and regulation of the operations of an enterprise, such responsibility involving a judgement and decision in determining plan and using data to control performances and progress against plans. The guidance, integration, inspiration and supervision of the personnel comprising enterprise and carrying out its operations.”

Breach signifies that it is not possible to take management in relation to things or mechanical operations of machines but only in relation to the people who are employed to operate or use such things.

As per Prof. Harold Koontz it is:

“The art of getting things done through and with people informally organized groups. It is the art of creating an environment in which people can perform as individuals and yet co-operate towards attainment of groups’ goals. It is art of removing blocks to such performance, a way of optimizing efficiency in reaching goals.”

II. Management is what management does:

The three functions of management are:

(i) Planning,

(ii) Implementing, and

(iii) Controlling.

Planning includes formation of policy and its translation into plans. Implementing includes the execution. Controlling means exercising administrative control over the plans.

In the words of Dr. James Lundy:

“Management is principally a task of planning, co-ordinating, motivating and controlling the efforts of others towards a specific objective. It involves the combining of the traditional factors of production (land, labour and capital) in an optimum manner, paying dues attention, of course, to the particular goals of the organization.”

This definition includes three major management activities of:

(1) Planning is the ascertainment of the course or objectives of a business, division or department to attain maximum profit effectiveness, the establishment of policies and continuous seeking and finding out new and better ways to do things.

(2) Implementing seeks to the doing phases, after preparation of plans, personnel attend their jobs with training of motivation not do rightly. Activities must run to the planning, supervision and direction of the subordinates and at the same time groups efforts are coordinated.

(3) Lastly, controlling seeks to evaluate acts of those who are responsible for executing the plans agreed upon. It consists of: (a) Controlling adherence to plans (b) appraising performance.

III. Management is the development of the people:

Business is not the management of things. As Appley Lowrence puts it: “The development of people and not the direction of things.” It is the selection, training supervision and development of people. These days most of the large as well as medium-sized enterprises are managed by the professional managers i.e., the managers who have got either little or no share in the ownership of the enterprise. They take management as a career.

Mcforland has noted following characteristics of a profession:

1. A body of principles, techniques, skills and specialised knowledge.

2. Formal methods of acquiring training.

3. Laying down of certain ethical codes of guidance of conduct.

4. Charging of fees according to the nature of services rendered.

And management is truly a profession in the sense that it fulfills all these conditions. Management these days is very much a systematised body of knowledge (science) and is an identifiable discipline. It has also developed a number of its tools and techniques.

In India, now there are a number of management institutes and university departments imparting formal management training. But management still, at last so in our country, does not fulfill the last time requirements of being a profession. There is, for example, still no unified ethical code of conduct for the managers as is there for the doctors and lawyers.

8. Essay on the Functions of Management:

Various authors have given various functions of management according to the time and development of the management science.

All these can be classified into the following categories:

(i) Planning

(ii) Organisation

(iii) Direction

(iv) Co-ordination

(v) Control.

These functions of management have been discussed in detail in the following paragraphs:

(i) Planning:

It is deciding in advance what is to be done, how it is to be done and when it is to be done. Planning involves projecting the future course of action for the business as a whole and also for the different sections within it. It helps in bridging the gap between the present and the future.

Planning is possible whenever there is a question of choosing and planning process is possible only when alternatives are there. In fact planning is an intellectual process. It signifies use of rational approach to the solution of problems. The important aspects of planning process are defining and establishing objectives, policies, procedures methods, rules, budgets, programmes and strategies.

(ii) Organisation:

Organisation is the structural relationship in an enterprise between the various factors i.e., men, material and management which combine to achieve the objectives set by the enterprise. In a dynamic society like ours, the organisation is not fixed. If it does not promote the objectives of the enterprise, it must be modified.

(iii) Direction:

Direction consists of command, execution, control, supervision and motivation i.e., achieving the good results. It is concerned with to use Lawrence H. Appley’s maxim “that management is essentially getting things done through the efforts of other people.”

It needs the personal touch. A good manager has to see that his orders are properly carried out and have achieved the desired results. It will need proper supervision by him and control of all the levels below him.

Moreover, his order must always create motivation among subordinates. It is only possible when his orders are of the right type and at the right moment. For it, more of initiative, sincere and tact is required than aggressiveness. A good executive must always be a good leader.

(iv) Co-Ordination:

Co-operation permeates all operating organisations and makes their entire structure more effective by harmonizing and property timing the various activities. It means synchronising the activities of all persons and functions in the enterprise and rooting out personal prestige and vested interests.

Proper co-ordination presupposes a number of conditions which can be summed up as:

(i) Fixed responsibility

(ii) Adequate authority at each executive level

(iii) Organisational structure facilitating

(iv) Co-ordination.

(v) Control:

This includes the setting of the targets or standards and comparing the actuals with standards in order to know the deviations, analysis and probing the reasons for such deviations, fixing of responsibility in terms of persons responsible for negative deviation, and correction of employees performance so that group goals, and plans devised to achieve them are accomplished.

9. Essay on the Importance of Management:

Management is absolutely essential if human efforts are to be effective to meet all round development of the society through productive activity, occupation or profession. It is essential in all organisations and at all levels of organisation in an enterprise. Without the enlightened guidance and leadership made available by management “the productive resources will remain resources and shall never become production”.

Management is a dynamic element which gives life to a business enterprise. The productive resources such as materials, men, and money are entrusted to the administrative ability, enterprising initiative and organising skill of management.

In short, management is important for the following reasons:

(i) Provides Effectiveness to Human Efforts:

It helps achieve better equipment, plants, offices, products, services, human relations. It keeps abreast of changing conditions, and it supplies foresight and imagination. Improvement and progress are its constant watch-words.

(ii) Critical Ingredient in Nation’s Growth:

An underdeveloped nation usually lacks adequate managerial know-how. National development is not solely one of transferring capital, technology, and education to citizens of an undeveloped nations. It is also supplying or developing management which provides the generation and direction of effective human energies. Management know-how utilizes the available resources effectively toward achievement of basic needs.

(iii) Brings Order to Endeavours:

By means of management, apparently isolated events or factual information or beliefs are brought together and significant relationships discerned. These relationships bear on the immediate problem, point out future hurdles to be overcome, and assist in determining a solution to the problem.

(iv) Provides Judgement and Courage:

To determine worthwhile goals, carefully select and utilize resources efficiently by means of applying planning, organising, directing and controlling require a high degree of judgement and the exercise of great courage.

From time to time, gadgets and aids are offered to replace management, but actually at best they assist and do not represent management. Serious consideration of such devices usually points out the need for more management judgement and courage to be used. Nothing takes the place of management.

(v) Helps in Achieving Group Goals:

Management touches and influences the life of nearly every human being. Management makes us aware of our potentials, shows the way toward better accomplishment, reduces obstacles, and causes us to achieve goals that we probably would not otherwise attain.

Related Articles:

• Essay on Management: Top 5 Essays
• Essay on Manpower Planning: Top 5 Essays | Process | Personnel Management
• Essay on Management: Top 7 Essays
• Essay on Strategic Management: Top 7 Essays

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Business Jargons

A Business Encyclopedia

Definition : Management can be defined as the process of administering and controlling the affairs of the organization , irrespective of its nature, type, structure and size. It is an act of creating and maintaining such a business environment wherein the members of the organization can work together, and achieve business objectives efficiently and effectively.

Management acts as a guide to a group of people working in the organization and coordinating their efforts, towards the attainment of the common objective.

In other words, it is concerned with optimally using 5M’s, i.e. men, machine, material, money and methods and, this is possible only when there proper direction, coordination and integration of the processes and activities, to achieve the desired results.

Characteristics of Management

• Universal : All the organizations, whether it is profit-making or not, they require management, for managing their activities. Hence it is universal in nature.
• Goal-Oriented : Every organization is set up with a predetermined objective and management helps in reaching those goals timely, and smoothly.
• Continuous Process : It is an ongoing process which tends to persist as long as the organization exists. It is required in every sphere of the organization whether it is production, human resource, finance or marketing.
• Multi-dimensional : Management is not confined to the administration of people only, but it also manages work, processes and operations, which makes it a multi-disciplinary activity.
• Group activity : An organization consists of various members who have different needs, expectations and beliefs. Every person joins the organization with a different motive, but after becoming a part of the organization they work for achieving the same goal. It requires supervision, teamwork and coordination, and in this way, management comes into the picture.
• Dynamic function : An organization exists in a business environment that has various factors like social, political, legal, technological and economic. A slight change in any of these factors will affect the organization’s growth and performance. So, to overcome these changes management formulates strategies and implements them.
• Intangible force : Management can neither be seen nor touched but one can feel its existence, in the way the organization functions.

Precisely, all the functions, activities and processes of the organization are interconnected to one another. And it is the task of the management to bring them together in such a way that they help in reaching the intended result.

Levels of Management

• Top-Level Management : This is the highest level in the organizational hierarchy, which includes Board of Directors and Chief Executives . They are responsible for defining the objectives, formulating plans, strategies and policies.
• Middle-Level Management : It is the second and most important level in the corporate ladder, as it creates a link between the top and lower-level management. It includes departmental and division heads and managers who are responsible for implementing and controlling plans and strategies which are formulated by the top executives.
• Lower Level Management : Otherwise called as functional or operational level management. It includes first-line managers, foreman, supervisors . As lower-level management directly interacts with the workers, it plays a crucial role in the organization because it helps in reducing wastage and idle time of the workers, improving the quality and quantity of output.

The three management levels form the management hierarchy, that represents the position and rank of executives and managers in the chart.

Functions of Management

• Planning : It is the first and foremost function of management, i.e. to decide beforehand what is to be done in future. It encompasses formulating policies, establishing targets, scheduling actions and so forth.
• Organizing : Once the plans are formulated, the next step is to organise the activities and resources, as in identifying the tasks, classifying them, assigning duties to subordinates and allocating the resources.
• Staffing : It involves hiring personnel for carrying out various activities of the organization. It is to ensure that the right person is appointed to the right job.
• Directing : It is the task of the manager to guide, supervise, lead and motivate the subordinates, to ensure that they work in the right direction, so far as the objectives of the organization are concerned.
• Controlling : The controlling function of management involves a number of steps to be taken to make sure that the performance of the employees is as per the plans. It involves establishing performance standards and comparing them with the actual performance. In case of any variations, necessary steps are to be taken for its correction.

Coordination is an important feature of management which means the integration of the activities, processes and operations of the organization and synchronisation of efforts, to ensure that every element of the organization contributes to its success.

Related terms:

• Coordination
• Management by Objectives (MBO)
• Controlling
• Management Accounting

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April 21, 2022 at 5:43 pm

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May 3, 2023 at 7:52 pm

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1 Introduction to Management

Learning Objectives

The purpose of this chapter is to:

1)  Give you a basic understanding of management and its importance

2)  Provide a foundation of the managerial functions of planning, organizing, leading, and controlling

Introduction to Management

Management is not a hard science.  Unlike chemistry or algebra where a right answer (often) exists, management is fluid, and subjective, and there are divergent perspectives on how to employ its principles.  But what exactly is management?  Most scholars have variations of the same definition that include a utilization of resources to achieve a goal.  Lussier (2021) defines a manager as “the individual responsible for achieving organizational objectives through efficient and effective utilization of resources” (p. 3).   The problem with this definition is that it implies that a manager has to be both efficient and effective, which eliminates the possibility of having a bad manager.  Each of us can probably contradict this definition by providing an example from our personal past.  However, this definition contains the basic elements of using resources to pursue goals.

An early management scholar, Mary P. Follett characterized management as “the art of getting things done through the efforts of other people” (Graham, 1995).   This definition implies both pursuing goals (getting things done) and utilizing resources (predominantly through people).  However, this too is missing an element, that of the organizational context.  An important consideration for understanding management is that the term organization simply refers to “a collection of people working together to achieve a common purpose” (Shermerhorn, 2013, p. 11).  This means an organization could be anything from your high school volleyball team to church or a corporation.  Including the term “organization” in the definition leaves open the possibility that management can be practiced in each of these settings, and broadens our use of the term management.  A comprehensive definition for management then, would be the pursuit of organizational goals through the use of organizational resources (Bateman & Snell, 2013).  Pursuit implies a chance of failure and organizational gives us a context.  This begs the question – how can we become effective at the pursuit of goals, or become more efficient in our use of organizational resources?  Being good at management requires an immense focus on both of these ends, and we can achieve this through the process of the planning, organizing, leading, and controlling functions of management.   These functions serve as the basis for the rest of the textbook because they are the essential tools we use to manage organizations.  Most of the context and examples for this book focus on the corporate use of management.  However, you should meet the concepts where you are in your professional or academic career – apply the principles to the context of your life, master the four functions for what you are doing now so that you can scale them to much bigger managerial endeavors later.

Management is not New

A broad understanding of management as resource utilization focused on a goal gives us a wide scope of situations and contexts in which to practice it.  For example, the Crow Indians employed a complex strategy to harvest an entire herd of buffalo by driving them off a cliff.  To funnel the herd to the lane leading up to the cliff they used a decoy (a hunter donned in a buffalo calf robe imitating a lost calf), incense to smoke them towards the lane, or rock piles to guide them to the lane (Nathan, 2018).  If we apply the basic principles of management in this context we can see these hunters used resources (rocks, incense, knowledge and tradition) to pursue a goal (procurement of food, tools, and clothing the bison afforded them).

At its core, this imperial supply chain used the same approach to achieve success th at a teenager might use in a playing video games.  If he rallys his friends after school in a game of Call of Duty to defeat their online opponents, he might also be considered a manager.  He uses his experience and knowledge of gameplay as well as weaponry within the game to pursue his goal of competitive domination.

These examples demonstrate that management is multifarious, and not at all a recent phenomenon.    Yet, when we hear the term management , most of us probably conjure an image something like that of a corporate vice president implementing a marketing strategy to meet quarterly sales goals.  The irony is that the corporate manager is utilizing the same tools as those of the native hunter, Spanish fleet admiral, and sophomore gamer.   Management is both universal and ubiquitous in that we all use variations of its elements.

The Four Functions of Management

The management process by which we pursue goals includes planning, organizing, leading, and controlling.  These are “ the how ” a manager pursues organizational goals, and are universally known as the four functions of management.  They stem from the work of a French mining administrator, Henri Fayol, who first identified management as a practice that could be improved through the use of five functions – planning, organizing, commanding, coordinating, and controlling.  Since he published his work in 1916, we have decided that leading people through motivation and incentivization works much better than telling them what to do (e.g. commanding and coordinating).  We use the term leading instead of these practices.  Chapter 2 on the history of management will provide some insights regarding this change.  Nonetheless, he gave us a place from which to start.

Even if you have never stepped foot in a corporate office, or held the title of manager at your local Dairy Queen, you have no less used the functions of management in your personal pursuits.  A relevant example would be the process by which you manage your personal budget.

Reflection:  Are you already a manager?

Think about your personal or family budget for a moment, and answer the following questions:

1) Do you have your budget written down somewhere, or in an excel spreadsheet?

2) What are your financial goals?

3) How much do you put in savings, charity, and monthly expenses?

4) Where does your money come from (a job, your parents, a hobby, your spouse)?

5) If you have a budget shortfall during the month, what do you do?

6) How do you keep track of expenses to ensure your bank account remains in the black?

If you answered yes to question #1, then you are already engaged in the management function of planning.  You know where your money is being spent.  The same holds true for your financial goals.  If you want to leave college debt free, save for a down payment on a house, or go on an unforgettable spring break trip, you have defined your organizational objective!  Where you put your money is a function of how you manage your resources.  This organizing function is presumably in line with your financial goals.  For example, if you want to save for a down payment, you need to actually allocate your resources (income) to a savings account.  Moreover, where your money comes from is also the source of your organizational resources.   A budget shortfall might require you to employ the leading function of management.  The essence of leading is motivating other people to align with your plan.  What do you do if you need to pay bills, but don’t have the money?  Perhaps you ask your parents for a loan (need to sell this idea to them), or you might need to negotiate with a co-worker to let you take on extra shifts (show them what’s in it for them in return), or it might be the reality that you need to sell something to make ends meet by selling something (in which case selling requires you to inspire someone else to see value in what you are selling).   Leading might also entail convincing someone else in your circle to get on board with your gameplan (like a spouse, or sibling).  Finally, keeping track of your expenses to ensure solvency and pace with your goals is the core of the controlling function.  Do you keep receipts and check them against your online account expenses?  Do you update your spreadsheet after your bill automatically debits from your account?  Do you get an email notifying you have a low balance and are in risk of overdraft charges?  Each of these methods are ways to monitor your progress and decide if you need to make a change (short term or long term).

If you reflect on this example of your personal budget, or you worked to achieve a personal or team goal, you will likely conclude that you are already a manager.  This wide application of managerial thinking means that if you can master its principles on your personal scale, you can then amplify its use when you need to use it on a large scale.  Get good at leading your class project, organizing your club fundraiser, or helping your team win a conference championship, and you will later be able to magnify the scale to lead a marketing department, or corporate merger, and even diplomatic negotiations as a prime minister.

Mastering the four functions will allow you to apply the function of planning on a more complex stage such as evaluating the internal and external environments of your organization.  Using this analysis you can create an effective game plan to formulate a sustainable competitive advantage.  Developing an organizing skillset will allow you to propose a structure for your team that incorporates cross functional members and ways of thinking.  It will allow you to identify and recommend resources needed to pursue your plan.  Honing your leading skillset will afford you the capability to motivate your organizational stakeholders to partake in your strategy, and force you to consider the ethical implications of your actions.   Finally, implementing effective controlling allows you to check progress towards your goals and to recommend changes if you need to get on track.

Planning is the systematic process of making decisions about goals and activities the organization will pursue (Bateman & Snell, 2013).  To make a decision about the direction of an organization, the planning phase must begin with analyzing the environment.  Without a solid understanding of the context, the manager would have no basis to provide future direction.  The context gives a manager a point of reference for improvement, opportunity, and learning from past mistakes.  For this reason, the planning function should begin with analysis.  This analysis should consider both the internal factors such as culture, values, and performance of team members as well as the external factors such as competitive environment, legal regulations, economy, technology, social values, and demographics.

The second component of planning is to use this analysis of the environment to build goals, activities, and objectives.  For a major organization this might be the vision and mission statement of the organization.  For a smaller organization this could be a year end, or season end goal.  Some consider planning that point in your day or month that you step away from your desk, and think about the direction of your organization.  This requires you to reflect on your organization’s past, and determine how that impacts the direction going forward.

            Organizing is the process of assembling and assigning the human, financial, physical, informational, and other resources needed to achieve goals (Bateman & Snell, 2013).   The core of the organizing function is leveraging the resources to align with the determined goals.  Organizing human resources means first of all attracting a labor force that can help you pursue your goal.  Within the organization, managing the human element means assigning tasks, delegating authority, determining a structure and hierarchy.  Organizing the financial resources equates to making sure your capital is being utilized to meet goals.  If an organization decides they want to have a best-in-class customer service team, they better being willing to spend the money to attract people with the disposition towards serving others, and spend money on training, or a retreat to teach the agents the skillsets they need.  Marshalling physical resources focuses on the effectiveness of where you place and how you use physical assets.  An executive chef might re-arrange a kitchen to improve process flow, food quality, or mitigate safety risks for example.  Informational resources implies a leveraging and disseminating the organization’s knowledge in meaningful ways to achieve goals.  Connecting employees to how they contribute to the financial bottom line is a way of leveraging informational resources, as is using your company’s proprietary algorithm to predict stock prices or develop new products.

Leading is stimulating high performance by members of the organization (Bateman and Snell, 2013).  This function is getting members of the organization on board with your plan.

Normally, this means connecting with direct reports or teammates on a personal level.  Understanding what drives individuals within the team allows a manager to design strategies around motivating, incentivizing, mobilizing, and arousing a desire to contribute.

Imagine for a minute, that you analyzed the conditions of the organization, you determined a game plan to pursue and even directed resources to step in that direction.  You have successfully implemented the planning and organizing functions.  In this scenario, however, you did not give consideration to how your team or organization would be involved.  Do they agree with your direction?  Did they have input in the process?  Do they feel valued as a team member?  Do they understand their role in a successful outcome?   All of these questions are answered by the degree to which a manager is engaged in the leading function.

Having personal conversations, designing a bonus structure, or giving a rousing speech might all be considered leading the organization.

Controlling

Control is installing processes to guide the team towards goals and monitoring performance towards goals and making changes to the plan as needed (Batemen & Snell, 2013).  Control does not always mean limited what the organization can do by having a hand in everything.  We might call this micro-managing, which is control in its extreme form.  Healthy control processes involve putting systems in place to make sure your organization is on track to meet the goals you established in the planning process.  Planning sets standards to compare against, and the control process is the dashboard that tells whether or not you are meeting the standard.  For example, a grocery store might set a goal of reducing shrink (that’s product lost to shoplifting, damage).  They decide that they want to reduce their shrink loss by 50%.  To achieve this plan, they will have to dedicate resources (more employees to monitor, rearrange loading dock).  You already recognize that step as the organizing function.  We then incentivize our employees by designing a bonus structure – i.e. if we collectively meet the goal, each employee shares in the savings.  If we stop there, we would have no way of knowing if we met the goal.  The control process solves this for us.  The last step in the grocery store manager’s managerial approach is to have each department head report their shrink loss at the end of the shift, and aggregate those in an excel spreadsheet.  In this way, the manager can see if the rearrangement of the loading dock has reduced the number of damaged canned goods that was happening under the old arrangement.  The manager can make changes if they see that shrink is not improving even after hiring a greeter at the entrance.

Monitoring performance is the first step in control.  After see the progress towards goals, the next step is to make changes.  In this way, the control process always leads a manager back to the planning phase of management.  There are only two outcomes to the control process.  You are making progress towards your goal, or you are digressing in your performance.  If you reach your goal, you will need to set new goals, which is the planning function.  If you are not progressing towards your goal, you need to analyze the environment and determine why not.  In this way the management functions are related and highly dependent upon each other, especially control and planning.

            To illustrate the application of the four functions of manager, consider the various contexts in Figure 1.1.   Under the personal budget, an engaged couple has decided to save for a house after getting married.  The softball coach must determine how to win a conference championship, and the corporate manager is working on a strategy to improve waning sales figures.

Figure 1.1 – The Functions of Management Applied

On the Importance of Studying Management

The purpose of this textbook is to provide you with firstly, a broad exploration of what management is – its elements and origins.  Secondly, the purpose of this textbook is to provide you with a managerial framework you can utilize to practice management at any level of complexity.  This framework emphasizes the four basic functions – planning, organizing, leading, and controlling.  Most management textbooks include a wide variety of academic terms and concepts that take focus away from these four functions.  Other textbooks will inundate the reader with descriptions of heuristics, focus on layers of management, or extraneous terms like the Shamrock organization that do not advance a practical understanding of management.  We have designed this textbook with the four functions of management at the forefront because these elements are so critical to the foundation of everything you will do in the managerial context.  This textbook provides a history of management and a chapter on ethics, but then focuses exclusively on the functions of management as the subject matter.  At the completion of this textbook, you should be able to understand, recognize, and apply these four functions of management.

The four functions of management (plan, organize, lead, and control) serve as the foundation for everything else you will study in your business education.  Mastering these tools at the most basic level, as well as the more sophisticated levels in classes you will take later, will best prepare you as a business professional (Dolechek et al, 2019).

Figure 1.2 – Management as the Foundation

Upon completion of a management principles course, you will progress towards the applications of the four functions of management in the upper level courses.  For this reason, management principles serves as a pre-requisite for most other management courses.   In marketing principles you will develop an understanding of how to analyze external conditions, and a course in information systems will help you design ways to collect more information to analyze.  This is the core of the planning function.  In human resources and organizational behavior, you will learn the dynamics of your ever-important resource of human labor, the organizing function.  In business ethics and applied management skills you work on understanding what drives people, and by association how to lead them based on that understanding.  Grasping business law and production operations will give you a deeper understanding of how to monitor progress (to meet legal compliance and to test production quality for example).  The entire discipline of accounting is a managerial function of control.  Constructing financial statements is done for the sole purpose of determining the performance of you organization so that you can make future decisions.  The capstone course of a business program is the business strategy class.  In this course, students are given an opportunity to demonstrate mastery of the four functions by including all of the functional areas of business in their decision making.

A Whale of an Example

You are the city manager of a coastal Oregon city.  On a quiet, rainy Tuesday, you walk into your office and put the coffee on.  As you take your first sip, your administrative assistant forwards you a phone call from the parks and rec manager.  “We’ve got a problem down here on the beach.  The tide just left a dead humpback whale on our beach.”  What do you do?  What. Do. You. Do??   Now, there are several options to dealing with the dead whale.  Consider the following questions:

• 1) What is your strategy for dealing with this problem? ( Plan )
• 2) What resources do you need to follow your strategy? ( Organize )
• 3) What stakeholders do you need to get on-board? ( Lead )
• 4) What steps can you take to make sure your plan is proceeding as you planned it? ( Contro l)

There are a handful of strategies we might naturally gravitate towards.  The feasibility of each strategy depends on how well you employ the functions of management.

Tow the whale back to sea – A crane, tug boat, and tow cable are needed.  Who might you need to include in this gameplan?  The coast guard might need to be involved to discuss any pertinent regulations.  A marine captain that can tell you about tides so that you can time your extraction, and insights about currents to indicate how far out you need to haul the whale once its buoyant.  Should you allow a marine biologist to provide advice on what sort of ecological impact this might have (like bring in unwanted sharks or seals).  How can you be sure the tow cable has enough tinsel strength to haul a bloated whale on a high friction surface like wet sand?   Does the crane have the capacity to move the carcass into position to be hauled?  If the whale is decaying, will the tow cable just pull through the rotten flesh?

Cut the whale up, haul it to the dump –  You will need a forklift, semi-truck, and chainsaw.  The first consideration here would be the logistics of pursuing this strategy.  You will need to find a truck with the towing capacity to haul large chunks of the carcass off the beach.  Can you ensure the weight of a loaded semi would not sink into the wet sand?  How much does a semi-loaded with a whale carcass weight?  You may also need to contact the county roads manager to determine if there are any bridges between the beach and the dump that have weight restrictions.   What sort of protective equipment would you need for the men slicing through the whale with chainsaws?  There are a few control processes that need to be put in place for this strategy to work.

Celebrate the whale – The objective of the city manager is to “deal with” the dead whale.  For most, this would mean remove it somehow.  For others, this might be a chance to celebrate the occasion, and establishing the experience in the culture and history of the town.  To celebrate the whale, the city manager can hold a competition like car dealers do to promote their cars – have contestants place their hand on the whale and the last person to withstand touching the grotesque, slimy, and malodorous creature, somehow wins a major prize.  This would require a sponsor to donate a prize (a car, a vacation) and the town can celebrate the occasion annually.  If the goal is to appease the community from the existence of the whale and its stench, celebration is one strategy to pursue that end.  You would need to include a biologist to determine if leaving the whale to decay after the festival would attract scavengers, and a water chemist to determine if a decaying whale creates toxicity problems for beach goers.

Blow it up! – The kid in most of us choose this option.  Definitely.  You might need to check with state officials to see what the protocols are on this approach.  The biggest question would be how much dynamite do you need to blow up a whale, or blow it into the ocean?  In Oregon, one stakeholder group you might contact is a mining company or the Oregon national guard.  Both of those groups have a lot of experience calculating explosive requirements.   What are the safety protocols you need in place to make sure that no one is injured?  Where will you be able to source enough explosives to achieve this goal?

Use of the four functions

Each of these scenarios contain some far-fetched elements.  But asking the right questions is paramount to turning any of these into a feasible strategy.  You first need to decide a path, then determine your resources before getting stakeholder groups on board.  For a high-risk situation like most of these solutions call for, you need to put control mechanisms in place to mitigate your risks.  If you type “Oregon’s exploding whale” you can see what has become the most-watching news broadcast of all time.  It shows you what happens when a city manager does not successfully navigate the situation using all four functions of management.

Critical Thinking Questions

How are the four functions of management related?

Which is the most important function of management?

Choose a historical event prior to the year 2000.  Analyze the leader’s use of the four functions of management during that event.

How to Answer the Critical Thinking Questions

For each of these answers you should provide three elements.

• General Answer.  Give a general response to what the question is asking, or make your argument to what the question is asking.
• Outside Resource.  Provide a quotation from a source outside of this textbook.  This can be an academic article, news story, or popular press.  This should be something that supports your argument.  Use the sandwich technique explained below and cite your source in APA in text and then a list of full text citations at the end of the homework assignment of all three sources used.
• Personal Story.  Provide a personal story that illustrates the point as well.  This should be a personal experience you had, and not a hypothetical.  Talk about a time from your personal, professional, family, or school life.   Use the sandwich technique for this as well, which is explained below.

Use the sandwich technique:

For the outside resource and the personal story you should use the sandwich technique.  Good writing is not just about how to include these materials, but about how to make them flow into what you are saying and really support your argument.  The sandwich technique allows us to do that.  It goes like this:

Step 1:  Provide a sentence that sets up your outside resource by answering who, what, when, or where this source is referring to.

Step 2:  Provide the quoted material or story.

Step 3:  Tell the reader why this is relevant to the argument you are making.

EXAMPLE :  Let me provide an example of homework expectations using the type of question you might see in a critical thinking question at the end of the chapter.  Each of the answers you provide should be this thorough.

Question:  Explain why it is important to study management.

Management is important to study because it serves as the foundation for all other areas of business.  The four functions can be used in other business areas such as accounting, marketing, operations management and human resources.   All of the areas of business need people who know how to make a plan and allocate resources.  All of the areas of business need people who know how to motivate others, and to make sure they are on track for their organization’s goals.   For this reason, improving our mastery of management will make us more effective at whichever role we are in.   A good example of this foundation comes from research conducted on accounting firms in Romania.  Wang and Huynh (2014) found that accounting managers who embraced both managerial best practices and had the technical skills needed for accounting improved the organizational outcomes of their firms.  These findings suggest that business professionals need managerial skills to supplement the day-to-day roles they have.

As I reflect on management as a foundational discipline, I remember how my high school baseball coach approached our team after a losing season.  We were not a good team because we did not have fundamentals of how to grip a baseball, how to stand in the batter’s box, or how to field a ground ball.   That next year, he taught us all of these fundamentals and we won a lot of games.  It seems to me that learning fundamentals of management can have the same impact.  Being able to execute the four functions of management allows us to get better at how we approach marketing a new product, or improving operations processes.

Wang, D., & Huynh, Q. (2014). Linkages among corporate governance, management accounting practice and organizational performance: Evidence from a Southeast Asian country. Romanian Economic and Business Review, 9(1), 63-81.

Chapter References

Aho O.W., Lloyd R.A. (2019) The Origins of Robust Supply Chain Management and Logistics in the Caribbean: Spanish Silver and Gold in the New World (1492–1700). In:

Bowden B., McMurray A. (eds) The Palgrave Handbook of Management History . Palgrave Macmillan: London, UK.

Bateman, T., & Snell, S. (2013).  M: Management (3rd ed) .  McGraw Hill / Irwin: New York, NY

Dolechek, R., Lippert, T., Vengrouskie, E. F., & Lloyd, R. A. (2019).  Solving a whale of a problem: Introducing the four functions of management in a management principles course .  International Forum of Teaching Studies, 15 (2), 29-35.

Fayol, H. (1949).  General and Industrial Management . Sir Isaac Pitman & Sons Ltd:  London, U.K.

Graham, P. (1995).  Mary Parker Follett: Prophet of Management.  Harvard Business School Press: Boston, MA.

Lussier, R. (2021).  Management Fundamentals: Concepts, Applications, Skill Development.  (9th Ed).   Sage Publications: Thousand Oaks, CA.

Nathan, R. (2018). The Grapevine Creek Buffalo Jump Complex: Interdisciplinary Research on the Crow Reservation, Montana (Doctor of Anthropology, dissertation).  Indiana University.

Shermerhorn, J. (2013).  Management (12th Ed) . Wiley and Sons: Hoboken, NJ

The Four Functions of Management Copyright © 2020 by Dr. Robert Lloyd and Dr. Wayne Aho is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License , except where otherwise noted.

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What is leadership?

All leaders, to a certain degree, do the same thing. Whether you’re talking about an executive, manager, sports coach, or schoolteacher, leadership is about guiding and impacting outcomes, enabling groups of people to work together to accomplish what they couldn’t do working individually. In this sense, leadership is something you do, not something you are. Some people in formal leadership positions are poor leaders, and many people exercising leadership have no formal authority. It is their actions, not their words, that inspire trust and energy.

Get to know and directly engage with senior McKinsey experts on leadership

Aaron De Smet is a senior partner in McKinsey’s New Jersey office, Carolyn Dewar is a senior partner in the Bay Area office, Scott Keller is a senior partner in the Southern California office, and Vik Malhotra and Ramesh Srinivasan are senior partners in the New York office.

What’s more, leadership is not something people are born with—it is a skill you can learn. At the core are mindsets, which are expressed through observable behaviors , which then lead to measurable outcomes. Is a leader communicating effectively or engaging others by being a good listener? Focusing on behaviors lets us be more objective when assessing leadership effectiveness. The key to unlocking shifts in behavior is focusing on mindsets, becoming more conscious about our thoughts and beliefs, and showing up with integrity as our full authentic selves.

There are many contexts and ways in which leadership is exercised. But, according to McKinsey analysis of academic literature as well as a survey of nearly 200,000 people in 81 organizations all over the world, there are four types of behavior that account for 89 percent of leadership effectiveness :

• being supportive
• operating with a strong results orientation
• seeking different perspectives
• solving problems effectively

Effective leaders know that what works in one situation will not necessarily work every time. Leadership strategies must reflect each organization’s context and stage of evolution. One important lens is organizational health, a holistic set of factors that enable organizations to grow and succeed over time. A situational approach  enables leaders to focus on the behaviors that are most relevant as an organization becomes healthier.

Senior leaders must develop a broad range of skills to guide organizations. Ten timeless topics are important for leading nearly any organization, from attracting and retaining talent  to making culture a competitive advantage. A 2017 McKinsey book, Leading Organizations: Ten Timeless Truths (Bloomsbury, 2017), goes deep on each aspect.

How is leadership evolving?

In the past, leadership was called “management,” with an emphasis on providing technical expertise and direction. The context was the traditional industrial economy command-and-control organization, where leaders focused exclusively on maximizing value for shareholders. In these organizations, leaders had three roles: planners (who develop strategy, then translate that strategy into concrete steps), directors (who assign responsibilities), or controllers (who ensure people do what they’ve been assigned and plans are adhered to).

What are the limits of traditional management styles?

Traditional management was revolutionary in its day and enormously effective in building large-scale global enterprises that have materially improved lives over the past 200 years. However, with the advent of the 21st century, this approach is reaching its limits.

For one thing, this approach doesn’t guarantee happy or loyal managers or workers. Indeed, a large portion of American workers—56 percent— claim their boss is mildly or highly toxic , while 75 percent say dealing with their manager is the most stressful part of their workday.

For 21st-century organizations operating in today’s complex business environment, a fundamentally new and more effective approach to leadership is emerging. Leaders today are beginning to focus on building agile, human-centered, and digitally enabled organizations able to thrive in today’s unprecedented environment and meet the needs of a broader range of stakeholders (customers, employees, suppliers, and communities, in addition to investors).

What is the emerging new approach to leadership?

This new approach to leadership is sometimes described as “ servant leadership .” While there has been some criticism of the nomenclature, the idea itself is simple: rather than being a manager directing and controlling people, a more effective approach is for leaders to be in service of the people they lead. The focus is on how leaders can make the lives of their team members easier—physically, cognitively, and emotionally. Research suggests this mentality can enhance both team performance and satisfaction.

In this new approach, leaders practice empathy, compassion, vulnerability, gratitude, self-awareness, and self-care. They provide appreciation and support, creating psychological safety so their employees are able to collaborate, innovate, and raise issues as appropriate. This includes celebrating achieving the small steps on the way to reaching big goals and enhancing people’s well-being through better human connections. These conditions have been shown to allow for a team’s best performance.

More broadly, developing this new approach to leadership can be expressed as making five key shifts that include, build on, and extend beyond traditional approaches:

• beyond executive to visionary, shaping a clear purpose that resonates with and generates holistic impact for all stakeholders
• beyond planner to architect, reimagining industries and innovating business systems that are able to create new levels of value
• beyond director to catalyst, engaging people to collaborate in open, empowered networks
• beyond controller to coach, enabling the organization to constantly evolve through rapid learning, and enabling colleagues to build new mindsets, knowledge, and skills
• beyond boss to human, showing up as one’s whole, authentic self

Together, these shifts can help a leader expand their repertoire and create a new level of value for an organization’s stakeholders. The last shift is the most important, as it is based on developing a new level of consciousness and awareness of our inner state. Leaders who look inward  and take a journey of genuine self-discovery make profound shifts in themselves and their lives; this means they are better able to benefit their organization. That involves developing “profile awareness” (a combination of a person’s habits of thought, emotions, hopes, and behavior in different circumstances) and “state awareness” (the recognition of what’s driving a person to take action). Combining individual, inward-looking work with outward-facing actions can help create lasting change.

Introducing McKinsey Explainers : Direct answers to complex questions

Leaders must learn to make these five shifts at three levels : transforming and evolving personal mindsets and behaviors; transforming teams to work in new ways; and transforming the broader organization by building new levels of agility, human-centeredness, and value creation into the entire enterprise’s design and culture.

An example from the COVID-19 era offers a useful illustration of this new approach to leadership. In pursuit of a vaccine breakthrough, at the start of the pandemic Moderna CEO Stéphane Bancel increased the frequency of executive meetings  from once a month to twice a week. The company implemented a decentralized model enabling teams to work independently and deliver on the bold goal of providing 100 million doses of vaccines in 12 months. “The pace was unprecedented,” Bancel said.

What is the impact of this new approach to leadership?

This new approach to leadership is far more effective. While the dynamics are complex, countless studies show empirical links among effective leadership, employee satisfaction, customer loyalty, and profitability.

How can leaders empower employees?

Empowering employees , surprisingly enough, might mean taking a more hands-on leadership approach. Organizations whose leaders successfully empower others through coaching are nearly four times more likely to make swift, good decisions and outperform other companies . But this type of coaching isn’t always natural for those with a more controlling or autocratic style.

Here are five tips to get started  if you’re a leader looking to empower others:

• Provide clear rules, for example, by providing guardrails for what success looks like and communicating who makes which decisions. Clarity and boundary structures like role remits and responsibilities help to contain any anxiety associated with work and help teams stay focused on their primary tasks.
• Establish clear roles, say, by assigning one person the authority to make certain decisions.
• Avoid being a complicit manager—for instance, if you’ve delegated a decision to a team, don’t step in and solve the problem for them.
• Address culture and skills, for instance, by helping employees learn how to have difficult conversations.
• Begin soliciting personal feedback from others, at all levels of your organization, on how you are experienced as a leader.

How can leaders communicate effectively?

Good, clear communication is a leadership hallmark. Fundamental tools of effective communication  include:

• defining and pointing to long-term goals
• listening to and understanding stakeholders
• creating openings for dialogue
• communicating proactively

And in times of uncertainty, these things are important for crisis communicators :

• give people what they need, when they need it
• communicate clearly, simply, and frequently
• choose candor over charisma
• revitalize a spirit of resilience
• distill meaning from chaos
• support people, teams, and organizations to build the capability for self-sufficiency

Learn more about our People & Organizational Performance Practice .

Is leadership different in a hybrid workplace?

A leader’s role may look slightly different in remote or hybrid workplace settings . Rather than walking around a physical site, these leaders might instead model what hybrid looks like, or orchestrate work based on tasks, interactions, or purpose. Being communicative and radiating positivity  can go a long way. Leaders need to find other ways to be present and accessible, for example, via virtual drop-in sessions, regular company podcasts, or virtual townhalls. Leaders in these settings may also need to find new ways to get authentic feedback. These tactics can include pulse surveys or learning to ask thoughtful follow-up questions that reveal useful management insights.

Additional considerations, such as making sure that in-person work and togetherness has a purpose, are important. Keeping an eye on inclusivity in hybrid work  is also crucial. Listening to what employees want, with an eye to their lived experience, will be vital to leaders in these settings. And a focus on output, outcomes, results, and impact—rather than arbitrary norms about time spent in offices— may be a necessary adaptation in the hybrid era .

How should CEOs lead in this new world?

Just as for leadership more broadly, today’s environment requires CEOs to lead very differently. Recent research indicates that one-third to one-half of new CEOs fail within 18 months.

What helps top performers thrive today? To find out, McKinsey led a research effort to identify the CEOs who achieved breakaway success. We examined 20 years’ worth of data on 7,800 CEOs—from 3,500 public companies across 70 countries and 24 industries. The result is the McKinsey book CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest (Scribner, March 2022). Watch an interview with the authors for more on what separates the best CEOs from the rest .

Getting perspective on leadership from CEOs themselves is enlightening—and illustrates the nuanced ways in which the new approach to leadership described above can be implemented in practice. Here are a few quotes drawn from McKinsey’s interviews with these top-level leaders :

• “I think the fundamental role of a leader is to look for ways to shape the decades ahead, not just react to the present, and to help others accept the discomfort of disruptions to the status quo.” — Indra Nooyi , former chairman and CEO of PepsiCo
• “The single most important thing I have to do as CEO is ensure that our brand continues to be relevant.” — Chris Kempczinski , CEO of McDonald’s
• “Leaders of other enterprises often define themselves as captains of the ship, but I think I’m more the ship’s architect or designer. That’s different from a captain’s role, in which the route is often fixed and the destination defined.” — Zhang Ruimin , CEO of Haier
• “I think my leadership style [can be called] ‘collaborative command.’ You bring different opinions into the room, you allow for a really great debate, but you understand that, at the end of the day, a decision has to be made quickly.” — Adena Friedman , CEO of Nasdaq
• “We need an urgent refoundation of business and capitalism around purpose and humanity. To find new ways for all of us to lead so that we can create a better future, a more sustainable future.” — Hubert Joly , former chairman and CEO of Best Buy

What is leadership development?

Leaders aren’t born; they learn to lead over time. Neuroplasticity refers to the power of the brain to form new pathways and connections through exposure to novel, unfamiliar experiences. This allows adults to adapt, grow, and learn new practices throughout our lifetimes.

When it comes to leadership within organizations, this is often referred to as leadership development. Programs, books, and courses on leadership development abound, but results vary.

Leadership development efforts fail for a variety of reasons. Some overlook context; in those cases, asking a simple question (something like “What, precisely, is this program for?”) can help. Others separate reflections on leadership from real work, or they shortchange the role of adjusting leaders’ mindsets, feelings, assumptions, and beliefs, or they fail to measure results.

So what’s needed for successful leadership development? Generally, developing leaders is about creating contexts where there is sufficient psychological safety in combination with enough novelty and unfamiliarity to cultivate new leadership practices in response to stimuli. Leadership programs that successfully cultivate leaders are also built around “placescapes”—these are novel experiences, like exploring wilderness trails, practicing performing arts, or writing poetry.

When crafting a leadership development program, there are six ingredients to incorporate  that lead to true organizational impact:

• Set up for success:
• Focus your leadership transformation on driving strategic objectives and initiatives.
• Commit the people and resources needed.
• Be clear about focus:
• Engage a critical mass of leaders to reach a tipping point for sustained impact.
• Zero in on the leadership shifts that drive the greatest value.
• Execute well:
• Architect experiential journeys to maximize shifts in mindsets, capabilities, and practices.
• Measure for holistic impact.

A well-designed and executed leadership development program can help organizations build leaders’ capabilities broadly, at scale. And these programs can be built around coaching, mentoring, and having people try to solve challenging problems—learning skills by applying them in real time to real work.

What are mentorship, sponsorship, and apprenticeship?

Mentorship, sponsorship, and apprenticeship can also be part of leadership development efforts. What are they? Mentorship refers to trusted counselors offering guidance and support on various professional issues, such as career progression. Sponsorship is used to describe senior leaders who create opportunities to help junior colleagues succeed. These roles are typically held by more senior colleagues, whereas apprenticeship could be more distributed. Apprenticeship  describes the way any colleague with domain expertise might teach others, model behaviors, or transfer skills. These approaches can be useful not only for developing leaders but also for helping your company upskill or reskill employees quickly and at scale.

For more in-depth exploration of these topics, see McKinsey’s insights on People & Organizational Performance . Learn more about McKinsey’s Leadership & Management  work—and check out job opportunities if you’re interested in working at McKinsey.

Articles referenced include:

• “ Author Talks: What separates the best CEOs from the rest? ,” December 15, 2021, Carolyn Dewar , Scott Keller , and Vik Malhotra
• “ From the great attrition to the great adaptation ,” November 3, 2021, Aaron De Smet  and Bill Schaninger
• “ The boss factor: Making the world a better place through workplace relationships ,” September 22, 2020, Tera Allas  and Bill Schaninger
• " Leading agile transformation: The new capabilities leaders need to build 21st century organizations ," October 1, 2018, Aaron De Smet , Michael Lurie , and Andrew St. George
• " Leading Organizations: Ten Timeless Truths ," 2017, Scott Keller  and Mary Meaney
• “ Leadership in context ,” January 1, 2016, Michael Bazigos, Chris Gagnon, and Bill Schaninger
• “ Decoding leadership: What really matters ,” January 1, 2015, Claudio Feser, Fernanda Mayol, and Ramesh Srinivasan

Want to know more about leadership?

Related articles.

Reimagining HR: Insights from people leaders

What is leadership: Moving beyond the C-Suite

CEO Excellence

Four Functions of Management

Introduction, controlling.

Every organization, in spite of its enormity, has fully developed and implemented management concepts that enable smooth running of activities aimed at realising the projected vision, goals and objectives.

The functions of management break down into four areas that take care of strategic, tactical and operational pronouncements of an organization. Thus, management in an organization is a creative tool of solving problems through planning, organizing, leading and controlling. In essence, the functions of management solve a particular problem facing an organization.

Consequently, the results will provide an avenue of accomplishing the goals, objectives and mission of the organization. The functions of management in an organization is to provide a framework of focussing both short and long term views hence, foster it towards success.

Additionally, management as a decision-making process entails a premeditated vision, fixed goals, a crafted plan, all which if executed and implemented properly, will see an organization achieve its mission.

From in-house operations to industry, the functions of management serve to address issues affecting a certain organization for example, effective utilization of resources, appraisal of core competencies, evaluation of the present and prospect participants, and strategic control among others (Himanshu, 2009, p.1).

Nevertheless, the four function of management cannot bring success into an organization minus sound leadership from the mangers. In most cases, the manager’s style of leadership affects the operation of an organization, positively or negatively. Thus, good managers should exhibit certain traits and skills, which will enable an organization, achieve its mission, goals and objectives.

For example, an organization with highly skilled workers makes managers to be allowing, while an organization with less skilled workforce mandates the manager to take a closer look on production.

Thus, god managers are the ones who flex their style, train and inspire employees to work towards the realization of vision, goals and objectives. The paper will examine the four functions of management namely: planning, organizing, directing and controlling within an organization (Haridimos, 2004, pp. 289-301).

This is the first contrivance of the four function of an organization’s management process. Primarily, the success of an organization depends on the planning procedure. The planning procedure is the one that determines whether a manager is successful or not. Planning provides logical understanding on how to make decisions, which will drive an organization towards the path of attaining its objectives.

Good managers use a planning process to plan for expectations, and as a blueprint to predict quandaries, which might hinder an organization form achieving its objectives.

In addition, the planning process provides measures for prevaricating intricate issues and a framework of beating competition. Thus, planning is an essential tool of management in that it facilitates control, which is a valuable strategy in decision-making hence averting business ravage.

A good planned business example is GlaxoSmithKline. This is an international pharmaceutical company with a vision of providing superior healthcare services. Both the mangers and employees of this company commit themselves to excellence in line with its mission and vision statement.

The planning process of GlaxoSmithKline entails how to attain quality results, respecting others, and teamwork in order to achieve goals. Since the commencement of this plan, GlaxoSmithKline has grown into an international pharmaceutical company with branches all over the world and a healthcare leader (Bateman &Snell, 2007, p. 16).

Organizing helps managers to attain all objectives as delineated in the planning procedure. Primarily, organisation involves appointing of individuals to perform certain assignments, which are paramount in developing a uniform rationale of accomplishing goals.

Thus, this calls upon the manger to exercise personal traits and skills in order to choose competent subordinates who are capable of organising the valuable resources of the organisation to produce results.

A good organisation is the one characterised by management staffing, several trainings among employees, inflow of resources and a prolific workforce. Managers also ought to discuss the developed plans with the subordinates, and break the assignments into smaller segments manageable by one person. In so going, the organisation will have well-structured and manageable units working towards achieving objectives.

For example, the organisation of Microsoft presents one of the best business examples. Characterised by flexibility, changeability and new products, Microsoft has achieved its goals and objectives through its planning process and organisation. Moreover, the managers of Microsoft offers direction for staff that is paramount to personal success hence, organizational success.

Based on experience and personal traits, the managers use communication as a tool of solving any arising issues. In fact, Microsoft would not be a world leader in IT had it not been its exceptional organisation (Bretti, 2009, pp. 15-18).

The third function of management is direction or leading. This aspect of management helps managers to supervise the actions of the workforce and set the path of achieving goals and objectives of the company. Leading also promotes incentive, good communication, leadership and unit dynamics necessary in attaining goals and objectives.

Many people understand the role of leadership to an organisation as it is the one, which inspires actions in the direction of goals and objectives. Thus, good mangers are those who motivate employees to an eminent aspiration and assign them responsibilities as stated in the planning process. In addition, managers must also maintain a close contact with the employees in order to realise the vision, goals and objectives of the company.

For instance, managers at GlaxoSmithKline motivate employees to work towards achieving the goals and objectives of the corporation and surpass their market competitors. The managers have a daily contact with the staff either individually or as a team.

Thus, the management team plays an important role in the management process by unearthing innovative mechanisms, which solve problems that might hinder the process of achieving goals (Gomez, Luis, Balkin, & Robert, 2008, pp. 18-21).

The final stage of a management process is controlling, which involves the implementation of the developed plan. This process involves the establishment of recital standards pedestal to the company’s vision, goals and objectives. In addition, it engrosses evaluating and reporting of all actions within the company and gauging whether they lime with the goals and objectives.

A good control process within a management system is the one that eases the delegation of duties and holds each skilled worker responsible. For example, in GlaxoSmithKline, managers hold departmental meetings on a daily basis. Thus, they are in apposition to review the daily schedule, evaluate any emanating problem, and solve it before it becomes too late.

In GlaxoSmithKline, control sets the standards for performance of the workforce thus, mandating workers to work towards goals and objectives.

It also ensures that workers take and complete assignments within a given duration while following the laid guidelines. Otherwise, workers are liable for disciplinary measures should they fail to comply. In most cases, managers employ work performance evaluations as a form of control aimed at attaining the set goals (Blue, 2007, 135-136).

For any business to achieve its vision, goals and objectives, planning, organizing, leading and controlling are necessary. These four functions of management provide a framework of achieving the company’s objectives. Nevertheless, without guidance from the management team and individual contribution from employees, success is cannot be a reality.

Bateman, T. & Snell, S., 2007. Management: Leading and collaborating in a Competitive World. (7th ed.). New York: McGraw – Hill.

Blue, R., 2007. Functions of management. Journal of the American Society for Information Science, 40(2), 135-136.

Bretti, A., 2009. Four Functions of management, Journal of Physical Distribution & Logistics, 1(1), 15-18.

Gomez, M., Luis, R., Balkin, B. & Robert L., 2008. Management: People, Performance, Change . (3rd ed.). New York: McGraw-Hill.

Haridimos, T., 2004. What is Management? An Outline of a Metatheory. British Journal of Management, 5(9), 289-301.

Himanshu, J. 2009. Functions of Management Web.

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IvyPanda. (2019, June 24). Four Functions of Management. https://ivypanda.com/essays/four-functions-of-management/

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Leadership vs. Management: What’s the Difference?

• 31 Oct 2019

The terms “leadership” and “management” are often used interchangeably. While there is some overlap between the work that leaders and managers do, there are also significant differences.

In a keynote discussion at Harvard Business School Online’s annual conference, Connext , HBS Professors Nancy Koehn and Joe Fuller explored the interplay between leadership and management and shared how they define the two disciplines.

Koehn referenced the work of HBS Professor John Kotter, who she said aptly defined the “activity of leadership.”

Leadership vs Management: What's the difference?

“ Leadership , he wrote, is the creation of positive, non-incremental change, including the creation of a vision to guide that change—a strategy—the empowerment of people to make the vision happen despite obstacles, and the creation of a coalition of energy and momentum that can move that change forward,” Koehn said.

Fuller, who teaches the online course Management Essentials , relayed his thoughts on how management compares.

“ Management is getting the confused, misguided, unmotivated, and misdirected to accomplish a common purpose on a regular, recurring basis,” Fuller said. “I think the ultimate intersection between leadership and management is an appreciation for what motivates and causes individuals to behave the way they do, and the ability to draw out the best of them with a purpose in mind.”

Watch the full keynote discussion between Nancy Koehn and Joe Fuller below:

While these definitions draw parallels between the roles of leaders and managers, they also allude to some key contrasts. Here are three differences between leadership and management.

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How Is Leadership Different from Management?

1. process vs. vision.

Effective leadership is centered on a vision to guide change.

Whereas managers set out to achieve organizational goals through implementing processes, such as budgeting, organizational structuring, and staffing, leaders are more intent on thinking ahead and capitalizing on opportunities.

“I think of management as working with other people to make sure the goals an organization has articulated are executed,” says HBS Dean Nitin Nohria in an interview for the online course Management Essentials . “It’s the process of working with others to ensure the effective execution of a chosen set of goals. Leadership is about developing what the goals should be. It’s more about driving change.”

2. Organizing vs. Aligning

In the book, On Becoming a Leader , scholar Warren Bennis presents a list of key differences between managers and leaders , including:

• The manager administers; the leader innovates
• The manager maintains; the leader develops
• The manager focuses on systems and structure; the leader focuses on people

Managers pursue goals through coordinated actions and tactical processes, or tasks and activities that unfold over stages to reach a certain outcome. For example, they may implement a decision-making process when leading a critical meeting , or when devising a plan for communicating organizational change .

Leaders, on the other hand, are less focused on how to organize people to get work done and more on finding ways to align and influence them.

“Your central function in a position of leadership is to mobilize others so they can execute a set of individual and collective tasks,” says HBS Professor Anthony Mayo in the online course Leadership Principles .

By developing a personal leadership style through self-reflection and honest feedback , leaders can learn how to empower their employees and inspire them to both believe in and pursue important organizational initiatives.

3. Position vs. Quality

The title “manager” often denotes a specific role within an organization’s hierarchy, while referring to someone as a “leader” has a more fluid meaning.

“Manager is a title. It’s a role and set of responsibilities,” says leadership coach Doc Norton in Forbes . “Having the position of manager does not make you a leader. The best managers are leaders, but the two are not synonymous. Leadership is the result of action. If you act in a way that inspires, encourages, or engages others, you are a leader. It doesn't matter your title or position.”

Leadership is a quality that needs to be shaped. Through developing emotional intelligence and learning how to influence others , professionals of all levels can build greater self-awareness and understand how to bring out the best in themselves and others.

For seasoned and aspiring managers alike, possessing strong leadership skills can not only lead to better job performance , but an improved knowledge of how to influence the context and environment in which decisions get made.

Related: How to Be an Effective Leader at Any Stage of Your Career

Unleashing Your Leadership Potential

Leadership skills can be developed at any stage of your career. By understanding the characteristics of effective leaders and how leadership differs from management, you can develop techniques for coaching colleagues, delivering feedback, and overcoming specific organizational challenges.

Do you want to become a more effective leader and manager? Download our free leadership and management e-book to find out how. Also, explore our online leadership and management courses to learn how you can take charge of your professional development and accelerate your career. To find the right course for you, download the free flowchart .

About the Author

• Key Differences

Know the Differences & Comparisons

Difference Between Management and Administration

Broadly speaking, management takes into account the directing and controlling functions of the organization, whereas administration is related to planning and organizing function.

With the passage of time, the distinction between these two terms is getting blurred, as management includes planning, policy formulation, and implementation as well, thus covering the functions of administration. In this article, you will find all the substantial differences between management and administration.

Content: Management Vs Administration

Comparison chart, definition of management.

Management is defined as an act of managing people and their work, for achieving a common goal by using the organization’s resources. It creates an environment under which the manager and his subordinates can work together for the attainment of group objective. It is a group of people who use their skills and talent in running the complete system of the organization. It is an activity, a function, a process, a discipline and much more.

Planning, organizing, leading, motivating, controlling, coordination and decision making are the major activities performed by the management. Management brings together 5M’s of the organization, i.e. Men, Material, Machines, Methods, and Money. It is a result oriented activity, which focuses on achieving the desired output.

Video: What is Management?

Definition of Administration

The administration is a systematic process of administering the management of a business organization, an educational institution like school or college, government office or any nonprofit organization. The main function of administration is the formation of plans, policies, and procedures, setting up of goals and objectives, enforcing rules and regulations, etc.

Administration lays down the fundamental framework of an organization, within which the management of the organization functions.

The nature of administration is bureaucratic. It is a broader term as it involves forecasting, planning, organizing and decision-making functions at the highest level of the enterprise. Administration represents the top layer of the management hierarchy of the organization. These top level authorities are the either owners or business partners who invest their capital in starting the business. They get their returns in the form of profits or as a dividend.

Key Differences Between Management and Administration

The major differences between management and administration are given below:

• Management is a systematic way of managing people and things within the organization. The administration is defined as an act of administering the whole organization by a group of people.
• Management is an activity of business and functional level, whereas Administration is a high-level activity.
• While management focuses on policy implementation, policy formulation is performed by the administration.
• Functions of administration include legislation and determination. Conversely, functions of management are executive and governing.
• Administration takes all the important decisions of the organization while management makes decisions under the boundaries set by the administration.
• A group of persons, who are employees of the organization is collectively known as management. On the other hand, administration represents the owners of the organization.
• Management can be seen in the profit making organization like business enterprises. Conversely, the Administration is found in government and military offices, clubs, hospitals, religious organizations and all the non-profit making enterprises.
• Management is all about plans and actions, but the administration is concerned with framing policies and setting objectives.
• Management plays an executive role in the organization. Unlike administration, whose role is decisive in nature.
• The manager looks after the management of the organization, whereas administrator is responsible for the administration of the organization.
• Management focuses on managing people and their work. On the other hand, administration focuses on making the best possible utilization of the organization’s resources.

Video: Management Vs Administration

Theoretically, it can be said that both are different terms, but practically, you will find that the terms are more or less same. You would have noticed that a manager performs both administrative and functional activities. Although the managers who are working on the topmost level are said to be the part of administration whereas the managers working on the middle or lower level represents management. So, we can say that administration is above management.

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May 29, 2016 at 12:51 pm

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February 1, 2017 at 2:03 pm

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Saleema says

April 24, 2017 at 11:36 am

Best definition But, Are POSDCORB elements of the administration?

April 24, 2017 at 11:47 am

POSDCORB stands for Planning, Organizing, Staffing, Directing, Coordinating, Reporting and Budgeting, which determines the functional responsibilities of chief executive officer and it is an element of Management and Administration.

soubhagya says

February 18, 2020 at 12:37 pm

yes these are just common tools/technique for both management and administration which are followed in executing the task

Fidelis Chasukwa Mgowa says

April 2, 2023 at 8:41 pm

POSDCORB was coined by Luther Gulick building on the works of Peter Drucker

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July 3, 2017 at 12:05 am

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July 6, 2017 at 2:36 pm

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October 2, 2017 at 4:50 pm

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November 27, 2017 at 9:41 am

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November 29, 2017 at 9:17 am

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January 20, 2018 at 12:10 am

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March 28, 2018 at 4:20 am

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eugene martinez says

March 30, 2018 at 4:33 am

administration is about capacity, management is all about capability….

April 7, 2018 at 6:17 am

Thank you. Now I know what my Administrative Degree in accounting covers. I totally see myself in a different light.

April 23, 2018 at 4:37 pm

Hi all it’s very useful to be here I like the differences so I would like to ask if I quote some words from here as a script for Radio program …is it ok please confirm

April 24, 2018 at 9:46 am

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May 18, 2023 at 1:25 am

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Gloria says

May 20, 2018 at 6:33 pm

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Mohammed says

July 9, 2018 at 4:50 pm

Jonathan Favour says

April 27, 2023 at 6:31 am

I liked the fine distinction between the both. Not many articles can provide such precise information in a simple, easy-to-understand way. Thank you.

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July 20, 2018 at 4:24 am

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Abiodun Jenmi says

August 6, 2018 at 10:56 pm

Bhavana says

August 24, 2018 at 9:50 pm

I want a example related to recent company’s . Can you please help me .

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February 16, 2021 at 3:03 pm

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September 6, 2018 at 8:26 am

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Alfred Makani says

September 12, 2018 at 1:53 pm

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Ahad Ahmed Choudhury A says

September 16, 2018 at 1:00 am

Good elaboration so easy to understand

Harendra says

September 23, 2018 at 9:10 am

POCDCORB and POCCC related to management or administration ?

September 24, 2018 at 9:40 am

POSDCORB means Planning, Organizing, Staffing, Directing, Coordinating, Reporting and Budgeting, while POCCC stands for Planning, Organizing, Commanding, Coordinating and Controlling

Mohamed Elgammal says

September 29, 2018 at 2:32 pm

Good explanations

October 9, 2018 at 10:07 pm

Seyi Bale says

October 13, 2018 at 3:54 pm

This is impressive! Thank you.

musa Abdi says

December 27, 2018 at 2:16 pm

please try to make easy access to download this important and useful concept of administration and management to enable us to be successful in terms of managing organizations and companies thank you

Izazuddin says

January 11, 2019 at 10:10 am

Jovinary katalaiya Eustace says

February 13, 2019 at 9:51 pm

Thanks for this explanations, so am aware about this! Good work

February 18, 2019 at 8:46 pm

So helpful thank you may God bless you all

renu singh says

May 27, 2019 at 11:02 am

this is really helpful for my study thank you so much for sharing this

Martha. M says

May 30, 2019 at 10:26 pm

Everything I was looking for on one page, thank you this really helped

June 5, 2019 at 9:03 pm

Hi, i am looking for a clear information about the difference between medical administrator and Primary health organisation manager? . If you could site some examples for each. Thank you very much..

Edwin Ngwawe says

June 23, 2019 at 3:47 pm

Maxwell says

July 10, 2019 at 3:33 pm

Well elaborated but I need a keyword that differentiates administration from management

gawola esther says

August 28, 2019 at 11:49 am

so educative i loved it

Tingai says

September 15, 2019 at 1:38 pm

A very nice source. Thank you for this good explanation.

Vikash Kumar says

October 10, 2019 at 8:18 pm

Hey there! Good Day Good and amazing article, i loved it. I found this article very informative and the clarity of the article is amazing. Thanks a million and please keep up the enjoyable work.

Natalia says

January 16, 2020 at 5:48 am

This is what I was looking !! Thank you so much

June 7, 2020 at 9:35 pm

By having a clear understanding of these two concepts the persons understand why “leadership” became part of the standard model.

perceptconsulting says

July 29, 2020 at 12:06 pm

Thanks for sharing such an informative blog

Dryford Chimutu says

October 21, 2020 at 5:00 am

Well intended effort. I found this quite useful. Management and administration, though often thought of as one and the same term, they are microscopically different – so to say. Hence, having someone to get us to know such a hard-to-detect difference is a rare opportunity. Thank you for this entry.

Ruach .J says

December 10, 2020 at 3:02 pm

Well elaborated

Irene Senkoro says

December 16, 2020 at 1:15 am

Thank you so much, Very usefully for learning purpose.

Elizer M says

December 28, 2020 at 6:01 pm

This is a very informative article.

One needs to really think and meditate through the differences because the divergent is very minimal.

March 20, 2021 at 12:28 am

NWIYUU DEEKARA FAMOUS says

April 28, 2021 at 11:12 pm

This information is very very Correct and understandable

ally hemed says

May 3, 2021 at 4:55 pm

Good sources

ssalongo george sebanenya says

May 7, 2021 at 11:53 pm

this was very helpful….. good …. well set…..

words are not enough to express the beauty and selection of words….

Lebogang says

June 13, 2021 at 4:15 pm

👍🏿 Nice & Cool Stuff

R V Ramarao says

June 15, 2021 at 6:22 pm

Nice explanation. Thank you

Nsa Itam says

June 20, 2021 at 11:18 am

Andy Denge Numambo says

September 5, 2021 at 11:59 am

This is really genius. I was well thought with your explanations. May God fill you with good thoughts and blessed your carrier.

Lat Wal Gai says

October 5, 2021 at 3:01 am

The difference is clear but some of the universities’ definitions differ from this.

Collen Mabena says

October 5, 2021 at 4:08 pm

Well articulated and easily comprehended. I am studying Management in Library and Information Services. Relevant content for research.

Thank you!!!

Arun Chakravarty says

December 10, 2021 at 11:43 am

I am very excited to read this article. I love to keep sharing such information. I love to read this blog.

george mandell says

December 16, 2021 at 8:40 pm

Thanks for sharing, it’s really comprehensive keep going.

Kings Gamedze says

January 22, 2022 at 9:29 pm

wow! such a clear distinction!

workaya hussein says

March 3, 2022 at 1:41 am

it is very interesting comparison between management and administration. but can we find both of them in , for example in hospital and commercial bank organizations?

March 3, 2022 at 1:45 am

I am too much interested by your explanation give for the between management and administration

Naresh says

October 3, 2022 at 5:54 pm

Thanks for sharing the informative article, I really like this post.

Doreen Chandiru says

November 9, 2022 at 11:38 pm

Wow, very easy to understand…

January 30, 2023 at 11:27 am

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June 7, 2023 at 11:00 pm

Well understood

July 4, 2023 at 8:07 pm

Educative Thank you

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• Management Basics
• Importance of Management

By defining objective of organization clearly there would be no wastage of time, money and effort. Management converts disorganized resources of men, machines, money etc. into useful enterprise. These resources are coordinated, directed and controlled in such a manner that enterprise work towards attainment of goals.

Management provides maximum utilization of scarce resources by selecting its best possible alternate use in industry from out of various uses.

It makes use of experts, professional and these services leads to use of their skills, knowledge, and proper utilization and avoids wastage. If employees and machines are producing its maximum there is no under employment of any resources.

Management uses physical, human and financial resources in such a manner which results in best combination. This helps in cost reduction.

Management fills up various positions with right persons, having right skills, training and qualification. All jobs should be cleared to everyone.

With the change is external environment, the initial co-ordination of organization must be changed. So it adapts organization to changing demand of market/changing needs of societies. It is responsible for growth and survival of organization.

It improves standard of living. It increases the profit which is beneficial to business and society will get maximum output at minimum cost by creating employment opportunities which generate income in hands. Organization comes with new products and researches beneficial for society.

  Related Articles

• Importance of Motivation
• Importance of Delegation
• Importance of Project Management for Organizations
• Levels of Management
• Objectives of Management
• Management and Administration
• Functions of Management

View All Articles

Authorship/Referencing - About the Author(s)

The article is Written and Reviewed by Management Study Guide Content Team . MSG Content Team comprises experienced Faculty Member, Professionals and Subject Matter Experts. We are a ISO 2001:2015 Certified Education Provider . To Know more, click on About Us . The use of this material is free for learning and education purpose. Please reference authorship of content used, including link(s) to ManagementStudyGuide.com and the content page url.

• What is Management ?
• Management as a Process
• Management as an Activity
• Management as a Discipline
• Management as a Group
• Management as a Science
• Management as an Art
• Management as a Profession
• Features of Management
• Co-ordination - Introduction
• Co-ordination and Co-operation
• Management Principles
• Management Principles - Features
• Importance of Management Principles
• How Management Functions are Performed at Coca Cola
• Scientific Management - Introduction
• Principles of Scientific Management
• Techniques of Scientific Management
• Criticism of Scientific Management
• Taylor and Fayol

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10.6 Definition

Learning objectives.

• Determine the purpose and structure of the definition essay.
• Understand how to write a definition essay.

The Purpose of Definition in Writing

The purpose of a definition essay may seem self-explanatory: the purpose of the definition essay is to simply define something. But defining terms in writing is often more complicated than just consulting a dictionary. In fact, the way we define terms can have far-reaching consequences for individuals as well as collective groups.

Take, for example, a word like alcoholism . The way in which one defines alcoholism depends on its legal, moral, and medical contexts. Lawyers may define alcoholism in terms of its legality; parents may define alcoholism in terms of its morality; and doctors will define alcoholism in terms of symptoms and diagnostic criteria. Think also of terms that people tend to debate in our broader culture. How we define words, such as marriage and climate change , has enormous impact on policy decisions and even on daily decisions. Think about conversations couples may have in which words like commitment , respect , or love need clarification.

Defining terms within a relationship, or any other context, can at first be difficult, but once a definition is established between two people or a group of people, it is easier to have productive dialogues. Definitions, then, establish the way in which people communicate ideas. They set parameters for a given discourse, which is why they are so important.

When writing definition essays, avoid terms that are too simple, that lack complexity. Think in terms of concepts, such as hero , immigration , or loyalty , rather than physical objects. Definitions of concepts, rather than objects, are often fluid and contentious, making for a more effective definition essay.

Writing at Work

Definitions play a critical role in all workplace environments. Take the term sexual harassment , for example. Sexual harassment is broadly defined on the federal level, but each company may have additional criteria that define it further. Knowing how your workplace defines and treats all sexual harassment allegations is important. Think, too, about how your company defines lateness , productivity , or contributions .

On a separate sheet of paper, write about a time in your own life in which the definition of a word, or the lack of a definition, caused an argument. Your term could be something as simple as the category of an all-star in sports or how to define a good movie. Or it could be something with higher stakes and wider impact, such as a political argument. Explain how the conversation began, how the argument hinged on the definition of the word, and how the incident was finally resolved.

Collaboration

Please share with a classmate and compare your responses.

The Structure of a Definition Essay

The definition essay opens with a general discussion of the term to be defined. You then state as your thesis your definition of the term.

The rest of the essay should explain the rationale for your definition. Remember that a dictionary’s definition is limiting, and you should not rely strictly on the dictionary entry. Instead, consider the context in which you are using the word. Context identifies the circumstances, conditions, or setting in which something exists or occurs. Often words take on different meanings depending on the context in which they are used. For example, the ideal leader in a battlefield setting could likely be very different than a leader in an elementary school setting. If a context is missing from the essay, the essay may be too short or the main points could be confusing or misunderstood.

The remainder of the essay should explain different aspects of the term’s definition. For example, if you were defining a good leader in an elementary classroom setting, you might define such a leader according to personality traits: patience, consistency, and flexibility. Each attribute would be explained in its own paragraph.

For definition essays, try to think of concepts that you have a personal stake in. You are more likely to write a more engaging definition essay if you are writing about an idea that has personal value and importance.

It is a good idea to occasionally assess your role in the workplace. You can do this through the process of definition. Identify your role at work by defining not only the routine tasks but also those gray areas where your responsibilities might overlap with those of others. Coming up with a clear definition of roles and responsibilities can add value to your résumé and even increase productivity in the workplace.

On a separate sheet of paper, define each of the following items in your own terms. If you can, establish a context for your definition.

• Consumer culture

Writing a Definition Essay

Choose a topic that will be complex enough to be discussed at length. Choosing a word or phrase of personal relevance often leads to a more interesting and engaging essay.

After you have chosen your word or phrase, start your essay with an introduction that establishes the relevancy of the term in the chosen specific context. Your thesis comes at the end of the introduction, and it should clearly state your definition of the term in the specific context. Establishing a functional context from the beginning will orient readers and minimize misunderstandings.

The body paragraphs should each be dedicated to explaining a different facet of your definition. Make sure to use clear examples and strong details to illustrate your points. Your concluding paragraph should pull together all the different elements of your definition to ultimately reinforce your thesis. See Chapter 15 “Readings: Examples of Essays” to read a sample definition essay.

Create a full definition essay from one of the items you already defined in Note 10.64 “Exercise 2” . Be sure to include an interesting introduction, a clear thesis, a well-explained context, distinct body paragraphs, and a conclusion that pulls everything together.

Key Takeaways

• Definitions establish the way in which people communicate ideas. They set parameters for a given discourse.
• Context affects the meaning and usage of words.
• The thesis of a definition essay should clearly state the writer’s definition of the term in the specific context.
• Body paragraphs should explain the various facets of the definition stated in the thesis.
• The conclusion should pull all the elements of the definition together at the end and reinforce the thesis.

Writing for Success Copyright © 2015 by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

• How to Write a Definition Essay

A definition essay can be deceivingly difficult to write. This type of paper requires you to write a personal yet academic definition of one specific word. The definition must be thorough and lengthy. It is essential that you choose a word that will give you plenty to write about, and there are a few standard tactics you can use to elaborate on the term. Here are a few guidelines to keep in mind when writing a definition essay.

Part 1 of 3: Choosing the Right Word

1: choose an abstract word with a complex meaning. [1].

A simple word that refers to a concrete word will not give you much to write about, but a complex word that refers to an abstract concept provides more material to explore.

• Typically, nouns that refer to a person, place, or thing are too simple for a definition essay. Nouns that refer to an idea work better, however, as do most adjectives.
• For example, the word “house” is fairly simple and an essay written around it may be dull. By switching to something slightly more abstract like “home,” however, you can play around with the definition more. A “home” is a concept, and there are many elements involved in the creation of a “home.” In comparison, a “house” is merely a structure.

2: Make sure that the word is disputable.

Aside from being complex, the word should also refer to something that can mean different things to different people.

• A definition essay is somewhat subjective by nature since it requires you to analyze and define a word from your own perspective. If the answer you come up with after analyzing a word is the same answer anyone else would come up with, your essay may appear to lack depth.

3: Choose a word you have some familiarity with.

Dictionary definitions can only tell you so much. Since you need to elaborate on the word you choose to define, you will need to have your own base of knowledge or experience with the concept you choose.

• For instance, if you have never heard the term “pedantic,” your understanding of the word will be limited. You can introduce yourself to the word for your essay, but without previous understanding of the concept, you will not know if the definition you describe is truly fitting.

4: Read the dictionary definition.

While you will not be relying completely on the dictionary definition for your essay, familiarizing yourself with the official definition will allow you to compare your own understanding of the concept with the simplest, most academic explanation of it.

• As an example, one definition of “friend” is “a person attached to another by feelings of affection or personal regard.” [2] Your own ideas or beliefs about what a “friend” really is likely include much more information, but this basic definition can present you with a good starting point in forming your own.

5:  Research the word’s origins.

Look up your chosen word in the Oxford English Dictionary or in another etymology dictionary. [3]

• These sources can tell you the history behind a word, which can provide further insight on a general definition as well as information about how a word came to mean what it means today.

Part 2 of 3: Potential Elements of an Effective Definition

1: write an analysis. [4].

Separate a word into various parts. Analyze and define each part in its own paragraph.

• You can separate “return” into “re-” and “turn.” The word “friendship” can be separated into “friend” and “ship.”
• In order to analyze each portion of a word, you will still need to use additional defining tactics like negation and classification.
• Note that this tactic only works for words that contain multiple parts. The word “love,” for instance, cannot be broken down any further. If defining “platonic love,” though, you could define both “platonic” and “love” separately within your essay.

2:  Classify the term.

Specify what classes and parts of speech a word belongs to according to a standard dictionary definition.

• While this information is very basic and dry, it can provide helpful context about the way that a given word is used.

3: Compare an unfamiliar term to something familiar.

An unfamiliar or uncommon concept can be explained using concepts that are more accessible to the average person.

• Many people have never heard of the term “confrere,” for instance. One basic definition is “a fellow member of a profession, fraternity, etc.” As such, you could compare “confrere” with “colleague,” which is a similar yet more familiar concept. [5]

4:  Provide traditional details about the term.

Explain any physical characteristics or traditional thoughts used to describe your term of choice.

• The term “home” is often visualized physically as a house or apartment. In more abstract terms, “home” is traditionally thought to be a warm, cozy, and safe environment. You can include all of these features in a definition essay on “home.”

5: Use examples to illustrate the meaning.

People often relate to stories and vivid images, so using a fitting story or image that relates to the term can be used in clarifying an abstract, formless concept.

• In a definition essay about “kindness,” for example, you could write about an act of kindness you recently witnessed. Someone who mows the lawn of an elderly neighbor is a valid example, just as someone who gave you an encouraging word when you were feeling down might be.

6: Use negation to explain what the term does not mean.

If a term is often misused or misunderstood, mentioning what it is not is an effective way to bring the concept into focus.

• A common example would be the term “courage.” The term is often associated with a lack of fear, but many will argue that “courage” is more accurately described as acting in spite of fear.

7: Provide background information.

This is when your research about the etymology of a word will come in handy. Explain where the term originated and how it came to mean what it currently means.

Part 3 of 3: Definition Essay Structure

1: introduce the standard definition..

You need to clearly state what your word is along with its traditional or dictionary definition in your introductory paragraph.

• By opening with the dictionary definition of your term, you create context and a basic level of knowledge about the word. This will allow you to introduce and elaborate on your own definition.
• This is especially significant when the traditional definition of your term varies from your own definition in notable ways.

2: Define the term in your own words in your thesis.

Your actual thesis statement should define the term in your own words.

• Keep the definition in your thesis brief and basic. You will elaborate on it more in the body of your paper.
• Avoid using passive phrases involving the word “is” when defining your term. The phrases “is where” and “is when” are especially clunky. [6]
• Do not repeat part of the defined term in your definition.

3:  Separate different parts of the definition into separate paragraphs.

Each tactic or method used to define your term should be explored in a separate paragraph.

• Note that you do not need to use all the possible methods of defining a term in your essay. You should use a variety of different methods in order to create a full, well-rounded picture of the term, but some tactics will work great with some terms but not with others.

4: Conclude with a summary of your main points.

Briefly summarize your main points around the start of your concluding paragraph.

• This summary does not need to be elaborate. Usually, looking at the topic sentence of each body paragraph is a good way to form a simple list of your main points.
• You can also draw the essay to a close by referring to phrases or images evoked in your introduction.

5: Mention how the definition has affected you, if desired.

If the term you define plays a part in your own life and experiences, your final concluding remarks are a good place to briefly mention the role it plays.

• Relate your experience with the term to the definition you created for it in your thesis. Avoid sharing experiences that relate to the term but contradict everything you wrote in your essay.

Sources and Citations

• http://www.roanestate.edu/owl/Definition.html
• http://dictionary.reference.com/browse/friend?s=t
• http://www.etymonline.com/
• http://leo.stcloudstate.edu/acadwrite/definition.html
• http://dictionary.reference.com/browse/confrere?s=t
• http://grammar.ccc.commnet.edu/grammar/composition/definition.htm
• How to Write a Definition Essay. Provided by : WikiHow. Located at : http://www.wikihow.com/Write-a-Definition-Essay . License : CC BY-NC-SA: Attribution-NonCommercial-ShareAlike
• Table of Contents

Instructor Resources (Access Requires Login)

• Overview of Instructor Resources

An Overview of the Writing Process

• Introduction to the Writing Process
• Introduction to Writing
• Your Role as a Learner
• What is an Essay?
• Reading to Write
• Defining the Writing Process
• Videos: Prewriting Techniques
• Thesis Statements
• Organizing an Essay
• Creating Paragraphs
• Conclusions
• Editing and Proofreading
• Matters of Grammar, Mechanics, and Style
• Peer Review Checklist
• Comparative Chart of Writing Strategies

Using Sources

• Quoting, Paraphrasing, and Avoiding Plagiarism
• Formatting the Works Cited Page (MLA)
• Citing Paraphrases and Summaries (APA)
• APA Citation Style, 6th edition: General Style Guidelines

Definition Essay

• Definitional Argument Essay
• Critical Thinking
• Video: Thesis Explained
• Effective Thesis Statements
• Student Sample: Definition Essay

Narrative Essay

• Introduction to Narrative Essay
• Student Sample: Narrative Essay
• "Shooting an Elephant" by George Orwell
• "Sixty-nine Cents" by Gary Shteyngart
• Video: The Danger of a Single Story
• How to Write an Annotation
• How to Write a Summary
• Writing for Success: Narration

Illustration/Example Essay

• Introduction to Illustration/Example Essay
• "She's Your Basic L.O.L. in N.A.D" by Perri Klass
• "April & Paris" by David Sedaris
• Writing for Success: Illustration/Example
• Student Sample: Illustration/Example Essay

Compare/Contrast Essay

• Introduction to Compare/Contrast Essay
• "Disability" by Nancy Mairs
• "Friending, Ancient or Otherwise" by Alex Wright
• "A South African Storm" by Allison Howard
• Writing for Success: Compare/Contrast
• Student Sample: Compare/Contrast Essay

Cause-and-Effect Essay

• Introduction to Cause-and-Effect Essay
• "Cultural Baggage" by Barbara Ehrenreich
• "Women in Science" by K.C. Cole
• Writing for Success: Cause and Effect
• Student Sample: Cause-and-Effect Essay

Argument Essay

• Introduction to Argument Essay
• Rogerian Argument
• "The Case Against Torture," by Alisa Soloman
• "The Case for Torture" by Michael Levin
• How to Write a Summary by Paraphrasing Source Material
• Writing for Success: Argument
• Student Sample: Argument Essay
• Grammar/Mechanics Mini-lessons
• Mini-lesson: Subjects and Verbs, Irregular Verbs, Subject Verb Agreement
• Mini-lesson: Sentence Types
• Mini-lesson: Fragments I
• Mini-lesson: Run-ons and Comma Splices I
• Mini-lesson: Comma Usage
• Mini-lesson: Parallelism
• Mini-lesson: The Apostrophe
• Mini-lesson: Capital Letters
• Grammar Practice - Interactive Quizzes
• De Copia - Demonstration of the Variety of Language
• Style Exercise: Voice

Writing Center

Strategic enrollment management and student success, paraphrasing: express it in your own words, what is paraphrasing (and what it's not).

Paraphrasing is the process of expressing (or re-expressing) an authors' words in words of your own; specifically to deepen the understanding of what is being said.

Paraphrasing is used ordinarily, as when we attempt to learn something, it is often helpful to be able to express it in our own words.

Paraphrasing is  not   repeating  what the author wrote, or using direct quotations to reference the author's ideas.

Helpful tip: a paraphrased sentence requires an in-text citation. Without it, you could be plagiarizing.

How do we paraphrase?

Don't forget these three steps when paraphrasing:

R ead: do you understand the info?

R estate: can you take the info and put it into your own words?

R epair: did you convey your ideas and the author's ideas correctly?

The differences between: quoting, plagiarizing and summarizing

As some helpful advice, there are important differences between quoting, plagiarizing and summarizing. They are very different from each other but can often be confused with each other.

Use these definitions to help you remember the differences:

Quoting is copying a piece of work word for word that  gives credit to the original author. Quotation marks are also used.

Plagiarizing  is copying a piece of work word for word and  does not give credit to the original author.

Summarizing  is putting the main ideas and points from a piece of work into your own words. It requires looking at the information more broadly in order to create a summary.

Examples of correct vs. incorrect paraphrasing

"A paraphrase is a restatement or rewording of a paragraph or text, in order to borrow, clarify, or expand on information without plagiarizing. Paraphrasing is an important tool to use when writing research papers, essays, and pieces of journalism" (literaryterms.net).

Why do we need paraphrasing?

In academic writing, it's important to express ideas  in your own words , even when you're discussing work written by someone else. Paraphrasing benefits you, your reader, and your sources.

For you:  Paraphrasing allows you to express information in your own way, builds research skills that you'll continue to use throughout your academic career, and avoids plagiarism.

For your reader:  Paraphrasing proves your authority -- it shows that you know what you're talking about when it comes to your sources by using your own words rather than just quoting language from a source.

For your sources:  Paraphrasing takes the work done by the writers of your sources and properly conveys it to others in a way that shows you understand and value it.

Avoiding plagiarism:  If your professor suspects you of plagiarism, they can refer you to the VCU Honor Council for Academic Misconduct. There are a number of possible penalties for plagiarism, including:

• A minimum of one year on Honor Probation
• Receiving a 0 on the assignment
• Receiving a grade of F in the course
• Being suspended or expelled from VCU
• Receiving a notation on your transcript

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Help Centre

How do i use my own words writing in your own words.

Writing someone else's text in your own words is otherwise known as paraphrasing and is an essential skill as it prevents you from plagiarising the original author's work. Simply put, paraphrasing means that when sharing someone else's ideas and information, you do so using your own words.

The golden rule of paraphrasing is that you must fully understand the source information before attempting to re-write it. Once you fully comprehend the subject in hand, you'll be able to confidently summarise and convey the message in your paraphrasing.

It is as important to paraphrase in your study notes, as it is when you write your assignments. So, when you study, always write your notes in your own words and write down which book or article they were drawn from.

When paraphrasing, consider these points

• Read and re-read the original information you are working from, absorb the message, set it to one side, and then try to re-write it in your own words from memory. This limits the chance of inadvertently plagiarising the original piece.
• Simply replacing words with different words that have the same connotation doesn’t mean you've paraphrased well enough. Beware of superficial paraphrasing.
• When amending the structure, argument and words, ensure that what you've written still accurately conveys the original source.

The mechanics of paraphrasing

At its most basic level, paraphrasing involves three types of changes:

• The words you use (for example, nouns, adjectives, verbs)
• The structure and syntax (for example, from a passive construction to an active construction)
• The elements of the original text (pick the elements that are applicable and leave the rest).

Changing the structure of the argument should come easily to you, as you'll only need to choose the appropriate elements of the original argument. It's a natural result of you tailoring the original to the aims of your own assignment.

If you need to reproduce someone's argument quite closely, you might find it difficult to make your version sufficiently different from theirs. If you're unable to put the content into your own words, consider  quoting  the author instead.

Read back what you have written

Then ask these questions:

• Does it make sense?
• Does it accurately convey the original message?
• Does it represent your own writing style?

If you answer no to any of the above questions, revisit and rework what you've written.

Writing in your own words activity

Try this activity to practice putting other people’s ideas into your own words.

• Activity: Paraphrasing

Last updated 3 years ago

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In Your Own Words Generator

Need to formulate something in your own words? Generator on this page can paraphrase any academic writing piece quickly and efficiently.

This paraphrasing tool will help you formulate any piece of text in your own words. All you have to do is follow the 3 steps:

• 🗣️ When to Use the Tool?
• Bad & Better Examples
• 🔤 How to Use Synonyms?

🔗 References

🗣️ in your own words generator: when to use it.

• This paraphrasing tool will be there for you whenever you wish to refer to someone else’s opinion without quoting it word for word.
• It allows you to say it faster or more precisely, with more passion or wit or tact, or any other kind of change you want.
• The software helps to demonstrate that you understand the text well enough to retell or summarize it. It is indispensable for writing papers, as an indirect quote always includes more information than a direct one. Besides, teachers often assign a text summary to check how the students understood it.
• You can use it to diversify your text and see how it might look in an altered form. This feature can be handy for international students whose vocabulary is limited.
• When the text is too complicated, and you cannot get the point, use the tool to paraphrase it more clearly. The same feature is helpful when you need to transmit an author’s words in your voice.
• In Your Own Words Generator can adapt a study material to a new purpose or find a new meaning.
• It can also be used to restate a thesis statement and use in the concluding section. You’ll have to do that in all your essays.

📝 Write in Your Own Words to Avoid Plagiarism

Plagiarism is always unethical and sometimes even illegal. Submission of a plagiarized paper will undermine your reputation. Even if nothing wrong happens and you are given a second chance, the teacher will scrutinize your work next time. Or, you can be sued for a plagiarized piece if you are a professional writer. Here’s what you can do to avoid any problems with copyright:

Bad & Better Examples of Paraphrasing

Working on an academic paper, you stand on the shoulders of other researchers. You need to incorporate their works into your text correctly to avoid plagiarism. But switching some words with synonyms is not enough. Look at the following examples of rewording to know how you are supposed to do that. The original passage was written by Robert D. Putnam and is available on page 7 of his classic book Making Democracy Work .

Original Passage

The Italian regional experiment was tailor-made for a comparative study of the dynamics and ecology of institutional development. Just as a botanist might study plant development by measuring the growth of genetically identical seeds sown in different plots, so a student of government performance might examine the fate of these new organizations, formally identical, in their diverse social and economic and cultural and political settings.

Bad Example of Paraphrasing

The regional experiment was tailor-made to conduct a comparative study between the dynamics and ecology of the development of institutions. Like a botanist studies plant growth by measuring the development of genetically identical seeds in different plots, a government performance student examines the evolution of these organizations, which used to be equal, in different social, economic, political, and cultural settings.

Here, we deleted words and changed the others with synonyms. In the case of “growth” and “development,” the nouns have been swapped. It is not enough to count as good paraphrasing.

Good Example of Paraphrasing

The researchers developed an experiment on the regional experiment in Italy. It aimed to compare the dynamics of institutional development in this country. Putnam (1993) draws a parallel between a botanist’s study of plant development and a student’s analysis of the evolution of the newly-created organizations. In particular, the botanist compares genetically identical seeds planted in different plots, and the student of government performance traces the development of similar institutions in various social, economic, cultural, and political settings.

This example grouped and rearranged some information. And most importantly, it contains a reference.

🔤 How to Use Synonyms When Writing in Your Own Words?

A synonym is a word the meaning of which is close to another word. When several words or phrases mean the same thing, we call them synonymous.

We use synonyms of nouns, adjectives, verbs, and other parts of speech without thinking. They come in all parts of speech: nouns, verbs, adjectives, adverbs, and so on.

There are dictionaries of synonyms called thesauruses . We’ll give you three examples in the section below. And now, let’s explore where and how synonyms should be used.

The style, genre, and subject matter dictate the choice of synonyms, but they are used everywhere.

For instance, compare the same sentences written in different styles .

It would help if you also considered your audience. What is their age? Do they have enough background knowledge to understand the synonyms you used? Here are another two samples, and now the difference is in the readers’ age.

Moreover, synonyms can make any statement more or less complete, readable, or detailed. At the end of the sentence, note how the introduction of an antonym makes the phrase more informative.

Where to Find Synonyms?

• Thesausus.com offers the best visualization by highlighting the most relevant synonyms. Besides, antonyms are also available to check. It can be helpful when you change the sentence structure and need the opposite word.
• Merriam-Webster is the most user-friendly variant that contains lots of additional information (etymology, context, etc.). Browse through almost 300 thousand synonyms and related idiomatic phrases.
• Synonym.com is another suitable variant to reword a sentence. It provides rhymes to all words and suggests the most famous quotes exemplifying your inquiry. Besides, the website will help you learn English as a second language. It features a language learning system based on scientifically proven strategies.

Updated: May 17th, 2024

• How to Avoid Plagiarism: 5 Easy Methods | Grammarly
• How to Avoid Plagiarism – Citing Sources – UCLA Library
• Synonyms for words commonly used in academic writing
• Formal and academic pieces of writing – Macmillan Dictionary
• Avoiding Plagiarism – Paraphrasing | Academic Integrity at MIT

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10 Good Communication Skills In The Workplace (Guide 2024)

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Introduction

Effective communication skills are essential in the modern workplace, regardless of your job level or industry. The ability to communicate information clearly, concisely and with impact can make the difference between success and failure.

In this comprehensive guide, we’ll explore 10 key communication skills that can help you excel in your career. We’ll also discuss why communication skills are so important, the different types of communication, and how to highlight your communication abilities on your CV and in job interviews.

Why Communication Skills Are Important in the Workplace

Communication is one of the most sought-after skills by employers today. Strong communication abilities allow you to:

• Convey information, instructions and ideas effectively
• Build positive relationships with colleagues, managers and clients
• Collaborate productively on projects and solve problems efficiently
• Negotiate, persuade and influence others
• Provide excellent customer service
• Advance your career through effective self-promotion

When communication breaks down in the workplace, it can lead to misunderstandings, reduced productivity, low morale and even conflict. That’s why honing your communication skills is so crucial, no matter what your role or industry.

The 4 Types of Communication Skills

Effective communication is multi-faceted, involving a range of verbal, nonverbal, written and visual skills. The four main types of communication skills are:

Mastering each of these four communication skill types is essential for thriving in the modern workplace.

10 Good Communication Skills Examples for 2024

Here are 10 key communication skills that can help you excel in your career:

Developing these 10 communication skills takes time and practice, but the payoff can be significant for your career success. Regularly assess your communication strengths and weaknesses, and seek out opportunities to improve.

Which Jobs Require Strong Communication Skills?

Communication skills are crucial in virtually every job and industry. Some roles where excellent communication abilities are particularly important include:

• Customer service and sales positions
• Management and leadership roles
• Consultancy and advisory roles
• Public relations and marketing roles
• Teaching, training and coaching roles
• Creative roles like writing, journalism and public speaking

Even for highly technical or specialized jobs, the ability to communicate complex information in a clear and engaging way is invaluable. Strong communication skills can help you excel in your current role and open doors to new career opportunities.

Emphasizing Communication Skills on Your CV and in Interviews

When applying for jobs, it’s important to highlight your communication skills throughout your CV and in job interviews. Here are some tips:

On Your CV:

• Include communication-focused achievements and responsibilities in your work history
• Showcase written communication skills through well-structured, error-free writing
• List relevant communication-related skills and training (e.g. public speaking, negotiation, active listening)
• Provide examples of how you’ve used communication skills to benefit your employer

In Interviews:

• Prepare examples of times you’ve demonstrated strong communication abilities
• Use confident, clear and friendly body language and tone of voice
• Listen carefully to questions and respond concisely and directly
• Ask thoughtful questions that show your engagement and communication skills
• Emphasize your ability to communicate effectively with diverse stakeholders

By emphasizing your communication prowess, you can demonstrate to employers that you have the essential skills to succeed in the role and contribute to the organization.

Effective communication skills are vital for career success in the modern workplace. By mastering the 10 communication skills outlined in this guide – including emotional intelligence, clarity, friendliness, confidence, empathy and more – you can set yourself up for professional advancement.

Remember that communication is a multi-faceted skill that can always be improved through regular practice and self-reflection. Consider taking a career test or psychometric test to better understand your communication strengths and development areas.

With commitment and the right strategies, you can become an exceptional communicator and unlock new opportunities for growth and success in your career.