Management and Management functions

Name :Aldi Antono Purwanto

NPM  :10212571

Class  :1EA17

Management and Management functions

      Which developments led in practice to the irreversible separating of management functions and to the development of an own management style?

    First, let's start off by defining both terms:

Management

    Because no individual can effectively lead a large-scale enterprise single-handedly, the duties and tasks of management get split into several sub-tasks. Those sub-tasks will then be planned and executed within clearly defined borders from (and for) several individuals. The result is a system determined to carry out individual, social, political, economical, environmental and ethical goals. That may sound lofty, but when you think about it, this really is the core of a successful, responsible, forward-thinking business. To reach these goals, the key resources have to be found, secured, procured, processed and used in the most effective way possible.

    Let's take a look at a dictionary definition of management:

    "Management"—(from Latin manus agere "to lead by the hand", guidance) characterizes either the group leading an organization or the associated activities and tasks to run an organization (planning, execution, control and adjustment of measures to ensure the well being of the organization).

Management functions

    Traditional management theory tells us that the typical management functions are:

Planning

Organization

Employment

Guidance

Controlling

    These functions are valid, and it's useful to step back and explore where they originated.

    Going back in history, we can see the first stirrings of what we call management quite early. Such enormous projects as the building of the pyramids or the construction of the Roman aqueducts required workers of varying degrees of skills to supply the actual labor. That labor was overseen by people who ensured that productivity was high.

    The gains made in "management" in ancient Europe and Asia were countered by setbacks during the Middle Ages. There were no societies like the Roman or Egyptian empires to oversee the creation or completion of great undertakings. The economy was more centered on individual activity.

    Until relatively recently, in fact, production was primarily a local activity; crafts people and artisans produced goods on a small scale. The individual owner/artisan completely controlled production—manufacturing, selling, repairing, and creating new products. Various aspects of the production process might be delegated, usually to family members. Artisans trained others to produce by taking on apprentices; often, apprenticeships were handed down from generation to generation in the same family. The artisan served as a sort of "guidance worker" to the apprentice.

Are there "guidance workers" in your company?

    Beginning in the late 18th century, when social, political, economic, and technological changes heralded the Industrial Revolution, the concept of management as we know it today started taking shape. The Industrial Revolution spurred on the now common practice of division of labor, thanks in part to the invention of machines that could do the most onerous and time-consuming tasks. As a result, workers became specialized, often in single, simple and easy-to-learn tasks. This increased the distance between the apprentice and the guidance worker. One negative side effect of this was that the individual worker lost the opportunity to be involved with the complete production process. This created the need for more experienced workers (often who had been given the more traditional apprenticeship training) to lead and oversee the production. A positive side effect of this arrangement was that production increased, sometimes dramatically. The combination of increased mechanization and increased capacity to produce meant that more raw materials were needed (never mind the new machines). The results? Manufacturers needed more capital. Because the volume of capital was so much larger, it became clear that people would be needed to manage the financial aspects of the business. Eventually, management became an essential component in planning, organization, and controlling.

    In many countries the bureaucracy had (and still has) a strong influence on the development of systematic management in developing large-scale enterprises. To their credit, bureaucracies can ease the expansion of the enterprises and also ensure the economic growth of the country. One could say that bureaucracies act as "owners" just as in traditional companies, and as such they need managers to keep things running efficiently.

    As the relationship between "owners" and "managers" emerged, forward-thinking owners realized that they needed to find managers. At first, they looked to the family for their leaders (many companies still do this to varying degrees), but it became increasingly clear that the best way to succeed was to hire the most competent people to do the job.

To Summarize:

   When businesses increase in size, whether by geographical expansion, diversification, or vertical integration, it is essential that they place a strong emphasis on coordination. When there's no coordination, workflow and productivity suffer. To be able to pursue the company vision, management must coordinate if it wants to plan out and distribute the resulting work meaningfully. The management functions as defined above.

VOCABULARY

Development kb. 1 perkembangan. the latest d. perkembangan terakhir. 2 pembangunan. housing d. pembangunan perumahan. 3 pertumbuhan (of a child).

irreversible ks. tidak dapat diubah. i. decision keputusan yang tak dapat diubah lagi.

separating memisahkan

enterprise kb. 1 perusahaan, firma. private e. perusahaan swasta. 2 keberanian berusaha, kegiatan memulai usaha

several kb. beberapa orang. S. went Beberapaorang pergi. -ks. beberapa.

executed mengeksekusi

clearly dengan jelas

border kb. 1 batas, perbatasan.2 pinggir.-kkt. membatasi.-kkt. to b. on 1 berbatas kpd.2 mendekati, berdekatan dgn, berhampiran

determine kkt. 1 menentukan. 2 menetapkan. 3 memutuskan. -kki. memutuskan. -determined ks. Tekun

environmental ks. yang berhubungan dengan lingkungan/suasana. e. health kesehatan lingkungan.

ethical ks. etis, pantas, layak, beradab, susila. Such procedures are not e. Cara-cara yang demikian itu tak pantas.

lofty ks. 1 tinggi. l. pesk puncak yang tinggi. 2 agung, mulia, megah. 3 angkuh, sombong. -loftily kk. dengan angkuh.

responsible ks. bertanggung jawab. r. boy anak lelaki yang bertanggung-jawab.

guidance kb. 1 pimpinan, bimbingan. 2 pedoman, petunjuk. g. counselor penasihat (di S.M.A.). g. system sistim pengendalian

associate kb. 1 teman sejawat, kompanyon, kolega. 2 maskapai. 3 teman, rekan, sekutu. --ks. luar biasa, tidak penuh. --kkt. menghubungkan. --kki bergaul, bercampur gaul.

measure kb. ukuran. 2 tindakan, langkah. 3 Law. undang-undang. 4 takaran (of liquid). 5 Mus.: (irama) ketukan. 6 kadar. -kkt. 1 mengukur. 2 mengadu. -measuredks. teratur. measuring cup cangkir takaran.

explore kkt. 1 menjelajahi (an island, cave). 2 menyelidiki (opportunies). 3 memeriksa (a wound). -kki. mengadakan penyelidikan. to e. for uranium mengadakan penyelidikan untuk menemukan uranium

stir kb. 1 keributan, kegemparan. 2 Sl.: (jail) penjara. 3 kacauan, adukan. -kkt. (stirred) 1 mengaduk (food). 2 mengobarkan (the fire). 3 menggerakkan. -stirring ks. yang menggemparkan

                                                                                                                                     

enormous ks. sangat besar, hebat. an e. house rumah yang sangat besar. -enormously kk. sangat besar. He was e. helpful Sangat besar bantuannya.

aqueduct kb. saluran/pipa besar untuk jalan air dari jauh, terowongan air.

counter kb. 1 toonbank, meja pajangan/kedai, kasir. 2 alat penghitungan, kartu/keping penghitung. 3 juru hitung. 4 Ling.: penolong bilangan. -ks. 1 berlawanan. 2 banding, tandingan. -kkt. membalas.

primarily terutama semata

craft kb. 1 keahlian, keprigelan. the writer's c. keahlian mengarang. 2 (boat) kapal (kecil).

artisan kb. pekerja tangan yang ahli, mis.: tukang batu, tukang kayu.

delegate kb. utusan. -kkt. 1 mengutus, menyerahi. 2 menyerahkan. to d. o's authority menyerahkan kekuasaan.

shape kb. 1 bentuk. 2 potongan (of clothes, jewelry). 3 keadaan, kondisi. -kkt. 1 membentuk (s.t.). 2 menentukan (o's future). -kki. memperoleh bentuk tertentu.

spurred menghimbau

common kb. keadaan yang biasa. -commons j. ruang makan besar. Commons Majelis Perwakilan Rendah. -ks. 1 biasa, lazim. 2 umum. 3 bersama. 4 dangkal, kasar. 5 kasar. common-law ks. yang berhubungan dengan hukum

onerous ks. berat, sukar.

opportunity kb. (j. -ties) kesempatan. to have the o. berkesempatan.

apprenticeship kb. pekerjaan sebagai magang, masa belajar suatu keahlian.

oversee kkt. (oversaw, overseen) mengawasi, mengatur, menjaga (a firm, play-ground).

arrangement kb. 1 rencana 2 susunan, rencana. 3 aransemen, susunan musik. 4 persiapan. 5 penetapan

eventually secepatnya

bureaucracy kb. (j. -cies) birokrasi.

developing mengembang;kan

suffer kkt. 1 menderita (damage, harm, defeat). He does not s. fools gladly Ia tidak sabar menderita perlakuan yang tolol. 2 mendapat (injury, harm). -kki. menderita. to s. from menderita karena

SYNONIM

Development:blooming

Separating :abstract

Enterprise:business

Several: Some

Executed: carrying out

Clearly : Affirmativel

Border : Edge

Determine : Decided

Environmental : circles health

Ethical : Proper

Lofty : tall

Responsible : Cover For

Guidance : Leader

Associate : Friend

Measure : Step

Explore : opportunies

Stir : commotion

Aqueduct : tunnel

Counter : cashier

Craft : expertise

Artisan : worker hand

Delegate : messenger

Shape : bend

Spurred : urge

Common : law

Onerous : heavy

Apprenticeship : volunteer

Oversee : controlled

Arrangement : Plan

Eventually : Final

Developing : evolving

suffer : affliction