Accounting technicians scheme west africa
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| I. Excellence: The firms that qualified as excellent companies shared the following characteristics i) A successful firm makes things happen. ii) Successful firms make it a point to know their customers and their needs. iii) Autonomy and Entrepreneurship is valued in each employee. iv) Productivity through people is based on trust. v) Hands on, value driven management is mandatory. vi) A firm must always deal with strength. vii) A firm leads to cost effective works teams. viii) A firm can decentralize many decisions while retaining tight controls, usually through the function of finance. J. Quality and Productivity: In today’s dynamic marketplace, consumers are encouraged to buy a product that demonstrates the highest level of quality at the optimum price. This requires a dedicated and skilled workforce that places utmost importance on quality workmanship. Summary Management is a process that includes the functions of planning, organizing, actuating, and controlling. These functions must be performed in all organizations, if goals are to be achieved satisfactorily through the use of human and material resource. Successful managers must demonstrate technical, human relations, conceptual and analytical skills in the performance of their duties. Managing is an essential activity at all organizational levels. The goal of all managers is to create a surplus and to be productive, that is, to achieve a favourable output-input ratio within a specific time period with due consideration for quality. Productivity implies effectiveness (achieving objectives) and efficiency (using the least amount of resources. Furthermore, the manager needs to be conscious of the dynamic nature of management in terms 98 of management practice. Thus, the concept of universality of management refers to the need for the practice of management in all types of organization. The various theories of evolution of management thought have contributed to managers understanding of organizations and to their ability to manage them. Each offers a different perspective to defining management problems and opportunities, and for developing ways to deal with them. In their current state of evolution, however, each approach overlooks ordeals inadequately with important aspects of organisational life. However, the newer systems approach, based on the general systems theory and the contingency approach have already been developed to the point where they offer valuable insights for the practising manager. Managers will have to continue on their own to select the appropriate perspective or perspectives for each situation. They may, of course, become lost in what Harold Koontz called the management theory jungle. But it is at least likely the managers will find such multiplicity of theories useful. It maybe that no one theory could encompass afield like management, in which the complexities of human behaviour play such a central role. Download 3.37 Mb. Share with your friends:
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