business-administration-and-management

1. Define Administrative management, provide examples.

Administrative management is referred to as a theoretical approach which is applied in attempting to find out a rational way of designing the organisation as a whole (Havinal, 2009). The approach assumes that there are various fundamental principles based on which the organisation is to be established for helping it to effectively achieve specific business objectives. According to Vargas-Hernández and Moreno (2015), administrative management approach emphasises on forming a formalised administrative structure with clear division of labour among the employees and proper delegation of power as well as authority to the administrator according to their areas of liabilities or responsibilities. This is required so that a systematic operation can be established within the organisation to meet the business goals and objectives. For example, according to administrative management approach in J.P. Morgan, the board of directors are entrusted with the job to provide direction to the CEO of the company. The CEO then directs the vice-presidents of the company under each corporate division. They are then to offer directions to the middle managers according to the approach who in turn are going to provide directions to the supervisor. The supervisors are the ones who are then going to instruct individual employees regarding the way to work within the company to fulfil the business objectives and goals (www.jpmorgan.com, 2018).

2. What is the difference between Management and Administration? Discuss the roles of Management.

The interpersonal role is the one in which the managers are responsible to interact with the individuals who are organisational members as well as outsiders (Mom et al. 2015). The three types of interpersonal roles to be performed by the manager are that of figurehead role in which the manager is responsible for performing ceremonial duties, leadership role in which the managers are responsible to lead the subordinates and encourage them at work and liaison in which the manager is responsible to establish link between outsider and organisation (Havinal, 2009).

Information role is the one which offers responsibility to the manager to building up of effective communication (Reina et al. 2018). The information role is of three types which are monitor in which the manager is to continuously collect information about the external and internal factors which influence their activities, disseminator in which the manager can decide which information is to be disseminated to whom as they have privilege of position than the supervisor and spokesperson in which manager plays the role to represent the organisation as a whole while interacting with the customers, financers and other agencies and outsiders of the society related to the business (Havinal, 2009).

Decision role of the manager includes choosing an appropriate alternative among all options so that the objectives of the organisation are achieved efficiently (Kwok and Xie, 2016). The managers under the decision performs the sub-role of being entrepreneur who assumes responsibility of risk related to the outcome of an activity, disturbance handler in which the manager works to resolve conflicts within the organisation and negotiator in which the manager develops negotiation between different groups such as shareholders, employees and other outsiders (Havinal, 2009).

The different theories of Administrative Management include Fayol’s Administrative Management theory, Urwick Administrative Management and Mooney’s Administrative Management. The Urwick’s Administrative Management mentions that there are four key principles to be followed which are principle of objective (definitive purpose of organisation), correspondence (management of responsibility and authority in a together manner at all levels), responsibility (supervisor is to take responsibility for their subordinate), scalar principle, span of control, division of work, coordination and work definition (clear description of authority, role and duty at work for each worker) (Urwick, 2018). As mentioned by Ritson and Parker (2016), the key principle of Mooney's Administrative Management is coordination, scalar process, proper division of work and maintaining line and staffs. This means that to establish effective administrative management coordination at all levels within the organisation are being achieved with proper division of work between each employee and effective management staffs.

According to Fayol’s Administrative Management theory, there are five basic elements related to management which are planning (forecasting the future and developing structure to act accordingly), organisation (creating system in bringing human resource and non-human resource to work co-ordinately), commanding (offering direction and order by the superior to the subordinate), coordinating (bring together and integrating various actions and efforts for fulfilling organisational goals) and controlling (comparing actual performance with desired level of performance to identify if any improvements can be made). The theory further explains that there are mainly six activities related to administrative management which are technical, commercial, financial, accounting, managerial and security activities. In order to fulfil the activities, the managers require having good health, proper mental ability to understand all and analyse, proper education, moral qualities, technical qualities and experience in management (Khorasani and Almasifard, 2017). As mentioned by Parker (2016), Fayol’s administrative management theory has 14 principles. The principles are division of work, disciple, author and responsibility, subordination, remuneration, centralisation, order, equity, initiative, stability, unity of direction, unity of command and esprit de corps. As argued by Dahlgaard-Park et al. (2018), Fayol’s administrative management provided more focus on the functional aspect of the administrative management which resulted to neglect the way organisation structure can be framed. Thus, following the theory may result the administrator and managers to build a proper functional organisation with a weak structure within.

4. What is Management? Explain the concept of Management.

Management refers to the inter-related functions of proper maintenance of an effective internal environment and controlling, planning and directing way resources of the organisation are to be used in accordance to the created corporate policy in an organised manner to achieve objectives of the business policy (Bryce et al. 2014). According to Linnenluecke (2017), management can be referred to as a process, disciple or human activity. The management is a process implies it for proper handling and control of activities and resources within the organisation. Management as a disciple implies it to be an accumulated body of principles and knowledge which is to be applied at the right time to develop desired result. However, management as a human activity refers it to be proper guidance and direction in managing people of the organisations to work effectively to deliver proper outcome.

The concept of management is that it is a continuous process which organises, plan, coordinate and direct all form of resources for the best advantage of the organisation. It is both art and science as it a sense which is to be possessed as skill by an individual and it also consists of principles and laws for its proper implementation (Havinal, 2009). As mentioned by Souto (2015), management is necessary to meet pre-determined objectives through proper decision-making at all levels. This is because it is involved with maximising profit of the organisation. As argued by Wirtz et al. (2016), management is dynamic in nature. This is because the principles and laws of management changes according to the change in time and industry operation.

According to the concept of management, there are various functions related to different area in which the managers require to perform the management process effectively. As mentioned by Chan et al. (2017), production is a key area of management where the managers require applying their managerial skills to ensure proper manufacturing, resourcing and purchasing of the products. In order to fulfil effective management in this area, the managers also require properly arranging resources and executing effective research and development to develop new and improved products as per the demands of the customers (Havinal, 2009). The management in the marketing area offers duties to the manager to properly control advertisement, marketing research and sales management. In the financial and accounting area, the managers require properly managing the costing, investment and other budgetary requirements (Gureva et al. 2016). This is required for proper production of products and services by the organisation.

The basic management styles are autocratic, democratic and lassiez-faire management style. As mentioned by Moskovich and Palgi (2015), autocratic management style refers to the manager to have individual control in all forms of decision-making with little input from the group members. In this style of management, the managers determine choices on the basis of their own ideas as well as judgements and rarely accept any form of advice from their followers. As mentioned by Alabar et al. (2015), autocratic management style benefits the managers to make quick decision and improve overall communication and productivity to handle crisis situation in an effective manner. This is because autocratic managers require interacting with fewer levels of administration due which they can develop effective communication with and make decisions in a quicker manner as they face limited options to choose from while making decision in resolving crisis. As argued by Saleem et al. (2015), autocratic management has limitation as it builds increased dependency on the manager by their subordinates or employees. This is because without the decision or approval from the manager they cannot perform any tasks to meet the goals.

The democratic management style informs that the managers provide value towards the opinion of the subordinates or team members and they engage them in making final decision (Iqbal et al. 2015). As asserted by Amankwah-Amoah (2016), democratic management style has the benefit for the managers to boost the morale of the employees at work. This is because the democratic manager provides value for their inputs which make them feel satisfied with work efforts. As argued by Lovrich Jr (2015), democratic management style requires an increased amount of time to make decision in resolving crisis situation. This is because democratic managers require taking views of all and analysing each of the options to reach the final decision in resolving crisis situation which is quite time-consuming. It leads to lower the productivity at work during crisis as the problem is not resolved at the right time.

The Bureaucratic Theory by Max Weber informs that bureaucracy is the base for systematic formation of any form of organisation and it is designed for ensuring business efficiency and economic effectiveness (Weber, 2015). It is the ideal model for the administrators and managers to bring focus to the power structure of the organisation. As mentioned by Khorasani and Almasifard (2017), Weber’s bureaucratic theory has key features such as proper division of labours, maintaining hierarchy, frame rules, impersonate and execute formal selection. Thus, the theory is beneficial for development of well-defined rules for proper administration and assignment of activities as fixed duties to skilled individuals. However, the theory being used in the organisation makes its employees so used to the system that they show resistance to required change which results to hinder productivity and issues in introduction of new techniques in business operation. According to the Human Relations Theory by Elton Mayo, it informs that individuals desire to be a part within a team which is involved with facilitating growth and development (Miner, 2015). Thus, it means if the employees receive proper motivation and attention from the managers to help them participate to work co-ordinately they are going to deliver high-quality outcomes at work.

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What is the importance of planning in business?

The planning in business is important for the following reasons:

Reduce risk and uncertainty: The business organisation often interact with dynamic external environment where they experience increased uncertainty and risk due to sudden changes in social as well as economic condition (Grimmer et al. 2016). Thus, in this dynamic environment where the change is constant, planning helps the organisations to execute business activities by coping with the changing environment. This, in turn, helps the managers to make decision to lower risk and uncertainty in business as they make them based on facts and rational ideas (Havinal, 2009).

Facilitate control: The planning in business helps the organisation to set goals as well as develop plans for understanding the way to achieve them. This is required because the plans and goals act as a benchmark comparing which the actual performance is to be assessed. The control through planning facilitates the measurement of actual performance by comparing it with the determined standards which indicate the corrective actions to be taken in case the actual performance does not meet the standards. Therefore, control facilitated through plans in business helps the organisation to ensure confirmation of activities being done according to the determined standards (Havinal, 2009).

Focus attention on business objectives: The planning in business is significant because it helps the staffs and employees of the organisation to properly focus on the business objectives and determine way of action for achieving them (Sahebjamnia et al. 2015). It assists the manager for effective implementation as well as coordination all the resources of the organisation in achieving the determined objectives. Thus, planning helps the entire organisation to embrace identical goals and develop collaboration among employees within the organisation to achieve them (Havinal, 2009).

Improve effectiveness of organisation: The effectiveness of the organisation means that the organisation is able to meet the business objectives within the allocated resources (Rahimi and Abbasi Rostami, 2015). The planning helps to increase effectiveness of the organisation because it ensures effective utilisation of the allocated resources in a way that it offers maximum contribution in meeting the mentioned business objectives. The improvement of effectiveness of the organisation is required because it ensures success and productivity and thus effective planning assist in achieving them (Havinal, 2009).

Set objectives: Planning is important in business because it helps the organisation to develop organised framework in executing the business activities. It also leads to develop proper business objectives and goals required for proper functioning of the organisation to attain success in the industry (Havinal, 2009).

What are the steps involved in business planning?

Establishment of business objectives: This is the first step in the process of business planning where the upper management set business objectives based on the performance the organisation in the industry and at which position they wish the organisation to reach further (Decker net al. 2016). The setting of the objectives is also made on the basis of the mission, vision, abilities of the organisation and other internal and external factors.

Developing planning premises: The planning premises refer to the condition under which the activities of planning are to be undertaken (Butler, 2014). They are actually planning assumptions such as pertinent facts and data related to future market or economic conditions, competitive behaviour, trends in population and others. (Refer to Appendix 1)

Determination of planning period: It is established based on lead time requirement in commercialisation and development of an innovative and new product, time required to recover the invested finances and length of the already made commitment by the organisation to their partners or consumers (Havinal, 2009).

Identify alternatives: In this step, various alternatives are determined through which an objective is to be meet as there are many ways in which a certain objective can be accomplished (Havinal, 2009).

Evaluate and select alternative: In this phase, all the alternatives as determined for each objective is evaluated on the basis of premises and set goals so that the best possible course of action can be determined. It is executed with the help of operation research and quantitative techniques (Havinal, 2009).

Develop supportive plans: In this phase, supportive plans are determined for the main plan to support it to be accomplished effectively.

Controlling and measuring the process: This is the last phase in business planning in which the plan is continuously monitored and controlled by the manager to make it work properly in a realistic manner. This is because as pre-determined the plan may not always work as sudden changes in business environment require the plan to make modification. It is only accomplished through controlling and monitoring of the plan (Havinal, 2009).

Discuss Taylor's Scientific Management and Fayol's Administrative Management approach.

The Taylor’s Scientific Management has mentioned six key principles to be followed by the manager and leaders of the organisation for ensuring effective business operation (Uddin and Hossain, 2015). The first principle informs that planning and doing is to be separated according to which planning activities in business are to be made by the specialists (Turan, 2015). This is because specialist has the skill to make effective planning which the normal employees does not possess. The second principle is functional foremanship for direction and supervision at work (Su, 2017). The effective supervision and direction are required to understand the way the employees are to work to meet objectives.

The third principle informs about the elements of scientific management which are work study, standardisation of equipment and tools and scientific selection as well as training of employees by a centralised personal department. The fourth principle indicates bilateral mental revolution according to which the managers, as well as employees, require to be mentally oriented to provide commitment towards their work to accomplish it (Havinal, 2009). The fifth principle is financial incentives according to which the theory mentions the manager to provide proper wage and remuneration according to their work effort (Derksen, 2014). This is to make the worker feel valued which is going to ensure effective management as they would be seen to offer effective work effort out of satisfaction. The sixth principle indicates the managers to develop cost estimates and financial control so that the profit of the organisation can be maximised through effective management.

The Fayol’s Administrative Management informs 14 principles of management are to be abided by the managers for effective management in the organisation (Havinal, 2009). The division of work informs the managers to divide the work properly among the individuals according to their skills and abilities to avoid work pressure. This is required to ensure the workers work out of stress and anxiety to offer quality contribution in accomplishing tasks. The authority and responsibility refer the manager to perform their duties accordingly to ensure effective management of activities within the organisation. The disciple is required for proper management so that the business objectives can be met by the managers through their subordinates in a systematic and timely manner (Havinal, 2009). Thus, good superiors are required at al level of the department of organisation for effective management. The unity of command informs effective management to be established if the employee receives orders from a single superior (Bowden, 2018). This is because it would employee to develop confusion regarding which superior is to be abided by as each one may have different perspective and order in case two or more superior is involved. (Refer to Appendix 2)

What are the Modern Management approaches?

There are mainly four modern management approaches which are behaviour approach, quantitative approach, system approach and contingency approach. According to Havinal (2009), behavioural approach informs that decision-making in business is executed through sub-optimal manner. This is because the situational and practical environment acts as constraints for rational decision-making by the humans, in this case, the manager or leaders of the organisation. The behaviour approach makes the manager to think the organisation as a group who has certain goals to be fulfilled. The approach informs that different people react differently according to situations which are to be appropriately identified by the managers to avoid conflicts within organisation (Basco, 2014). This is because rise of conflict within the organisation informs ineffective operation of management.

The quantitative approach has a key focus on decision-making in business and to provide techniques and tools to make objectively rational decisions. As mentioned by Anderson et al. (2018), objectively rational decision informs the ability as well as willingness for following reasonable, scientific and unemotional approach to relate with ends and in viewing totality of the decision environment. The approach is able to ensure disciplined thinking in defining problems related to management and establishment of relationships among the involved variables. The quantitative approach is seen to be extensively used in control and planning activities where issues or problems are able to be identified in quantitative terms within business.

The centralised idea of system approach is that each part of the system is inter-related or interdependent with others and therefore no part can be separately analysed in an accurate manner without understanding the entire system within the organisation (Havinal, 2009). The system may be open or closed in nature. The open system is always seen to be interacting with the surrounding environment and the business organisation is an open system because it always interacts with their external as well as internal surrounding environment.

The contingency approach informs that no management concepts and principles can be applied universally under all situations (Mole et al. 2017). This is because there is no best way of executing things under all form of situations. Thus, this approach informs managers to identify and decide which technique is to be applied under which condition to ensure attaining the determined business goals in the best way. Therefore, the approach informs the managers to have situational sensitivity as well as practical selectivity (Shirokova et al. 2016). This is to ensure they develop proper contingency plans and decisions to meet business objectives in different conditions. The contingency theory is applied to establish effective communication and control system, manage conflicts among employees, ensure proper employee development and others.

Discuss the importance of Motivation in Business and Administrative Management.

Motivation refers to the inspiration given by the supervisor or leaders or managers to their subordinates to help them work with zeal and enthusiasm for meeting goals of the organisation (Havinal, 2009). The importance of motivation in business and administrative management are as follows:

The motivation leads to put the human resource of the organisation into effective action to accomplish the mentioned business goals (Machmud and Sidharta, 2016). This is because motivation inspires the human resource of the organisation to fully utilise their skills and knowledge in executing action for accomplishing mentioned goals of the organisation. Moreover, motivation develops willingness among employees to show commitment towards work. This is helpful for the organisation in securing best position in the industry by effective utilisation of their resources.

The motivation leads to improve the efficiency of the employees to execute activities for meeting business objectives (Bourlès and Cozarenco, 2017). As mentioned by Akhmetshin et al. (2018), motivation by managers led to resolve the gap between ability and willingness of the employees who are their subordinates. This helps to improve the level of the work performance of the subordinates which result in reducing cost operations, increasing productivity and improving all over business efficiency. Thus, motivation is important in business administration because it helps employees to deliver improved quality services to accomplish their work.

The goals of the organisation can be fulfilled when they are able to utilise their resources in best possible way to deliver services. Moreover, organisation can meet the business objectives if they ensure development of a cooperative work environment where employees work in a collective manner to meet the directed goals. These can be fulfilled only through motivation in business and administration management in the organisation. It is evident as the motivation if equal treatment of employees acts to inspire the employees to avoid conflict between one another (Ilić and Stojanovic, 2018). This is because they feel they are being genuinely valued for their effort and no other employees are taking advantage over another to get success and value within the organisation.

The motivation is the one factor which is seen to bring satisfaction to the employees at work that in turn helps the organisation to develop proper relationship between the managers and their subordinates (Dowell et al. 2015). Moreover, motivation leads to stabilise the workforce which is very important for the reputation as well as goodwill of the organisation in the industry.

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Developing planning premises:

The planning premises are classified as internal premises which include the behaviour of employees and owners, sales forecasts, mission of the organisation and others and external premises such as economic environment, technological changes, population growth and others. The other classification include tangible premises (quantified factors like industry demand, capital resources, etc) and intangible premises (attitude of owners, political stability, etc) along with controllable premises (labour, resources, skills of manager, etc ) and non-controllable premises (strikes, natural calamity, war, etc) (Havinal, 2009).

The unity of command informs the manager to ensure that each group has the same business objective to be accomplished and has a single head and plan. The theory later informs the managers to establish effective management by diverting the subordinates’ individual interest to general one (Hughes, 2018). This is required to avoid development of conflict at work. The theory also informs managers to make fair remuneration and execute centralised authority on the workers. According to the theory, the orders are to flow from a higher level of management to the lower level, managers required to maintain order and equity for effective management (Havinal, 2009). The theory also informs managers to take personal initiative in helping employee accomplish the plan and maintain unity among employees to stabilise the workforce to ensure proper management within the organisation (Medlin and Green Jr, 2014).