by Dr. Rodolfo John Ortiz Teope
“Management is the art of getting things done through the efforts of other people” Mary Parker Follett.
Rather than deciphering the cited definition as a
hypothetical line of thinking! In which efficient and effective management
depends on the successful outputs of the human resources. Hence, an opposite
character that is equally conducive to ineffective management must be the
perspective point of discussion. It is the urge to act from pragmatism
(Daellenbach et al., 2012). Wherein the
attempt to buy one’s way out of problems is yielding to immediate pressures.
Then, ignoring the long-run effects of the solution.
Circumnavigating organizational business matters is
just as unhealthy as ostracizing the concern issues. In some ways, it may be
unhealthier because it permanently weakens the manager’s influence in the
organization. Giving way to the momentary tensions is an open enticement for a
swoop by the most aggressive and most outspoken people. It can be classified as
buffet management, in which everyone compelling enough chooses out their
respective rules and guidelines. Also can be interpreted by other personnel as
substantiation of ambiguity. Organizationally speaking, the only aspect
ghastlier than a wrong decision is indecision.
The genuflection to form has been particularly
perceivable in management in recent years.
It accounts for other things in the escalation in red tape that has
troubled organizations. Valuable fresh concepts often turn out to be
impediments because of the weight accorded to form over substance. For
instance, considerations into the methods of interaction as a vital ingredient
of effective management, and nowadays communication, is a much-developed
instrument for the efficient practice of management (Bencherki & Cooren,
2013).
Undoubtedly the stereotype manager must be honest, devoted, dependable, responsible, and love the subordinates (Nieuwenhuis, 2007). And if the manager was allowed to run loose in an organization and not be avoided by their co-workers. It is very doubtful that the manager can lay down those qualities alone into a successful career. Neither does an efficacious comprehension of the art and science of management seem to reevaluate the factor of success. The knowledge of the theories and principles of management provides necessary instruments for organizational administration and supervision (Carpenter et al., 2010). But the worth of these instruments depends upon the application of methods and approaches.
Above all, it is what the manager does or does not
do! It creates a caterpillar effect on the organization. Henceforth, managerial
practices are applied, and it is the practical application of the manager that
determines the parameters of effectiveness (Olson, 2004). Despite this, any
effort to define good management strategic and technical practices ends up
reasonably much in the same condition it describes the effective manager.
Perhaps a more fruitful approach would be to study ineffective management and
attempt to isolate its detrimental variables primarily.
References
Bencherki, N., &
Cooren, F. (2013). Philosophy of Communication. Communication.
https://doi.org/10.1093/obo/9780199756841-0123
Carpenter, M., Bauer, T., &
Erdogan, B. (2010). Management principles, v. 1.1. https://2012books.lardbucket.org/books/management-principles-v1.1/index.html
Daellenbach, H. G.,
McNickle, D. C., & Dye, S. (2012). Management science: decision making
through systems thinking. Palgrave Macmillan. https://www.worldcat.org/title/management-science-decision-making-through-systems-thinking/oclc/848394703/editions?referer=di&editionsView=true
Nieuwenhuis, M. A. (2007). The
art of management. Art of Management. https://www.yumpu.com/nl/document/view/20129163/the-art-of-management-pdf-ewc-adviesgroep
Olson, D. L. (2004). Introduction
to information systems project management. McGraw-Hill.
https://www.abebooks.com/9780072872705/Introduction-Information-Systems-Project-Management-0072872705/plp
