�Definition of Administration
Administration is a systematic process of administering the management of an organization, an educational institution like a school or college, an office, or any private organization.
Administration’s main function is the formation of plans, policies, and procedures, setting 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.
What is management in organization
The process of organizing, planning, leading, and controlling resources within an entity with the overall aim of achieving its objectives.
The organizational management of a business needs to be able to make decisions and resolve issues in order to be both effective and beneficial.
Management is a single or group of individuals who challenges and oversees a person or collective group of people in efforts to accomplish desired goals and objectives.
Furthermore, the definition of management includes the ability to plan, organize, monitor, and direct individuals.
THE DIFFERENCE BETWEEN MANAGERS AND ADMINISTRATORS
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 the 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, etc.
CONT.
Theoretically, it can be said that both are different terms, but practically, you will find that the terms are more or less the 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 represent management.
So, we can say that administration is above management.
FUNCTIONS OF MANAGEMENT
The primary function of a manager is to ensure efficient operations within an organization, department, or team.
There are four commonly accepted roles of a manager. These include planning, organizing, leading, and controlling. Understanding these functions can help you be a great manager.
First, managers develop a plan and then organize the necessary resources to carry out that plan.
Also, they can delegate duties to employees and lead them until they achieve their objectives.
Planning in management
Planning is the function of management that involves setting objectives and determining a course of action for achieving those objectives.
Planning requires that managers be aware of environmental conditions facing their organization and forecast future conditions.
Planning is a process consisting of several steps. The process begins with environmental scanning which simply means that planners must be aware of the critical contingencies facing their organization in terms of economic conditions, their competitors, and their customers.
Planners must then attempt to forecast future conditions.
CONT.
Planners must establish objectives, which are statements of what needs to be achieved and when.
Planners must then identify alternative courses of action for achieving objectives.
After evaluating the various alternatives, planners must make decisions about the best courses of action for achieving objectives.
Finally, planners must constantly evaluate the success of their plans and take corrective action when necessary.
Types of planning
Strategic planning: Involves analyzing competitive opportunities and threats, as well as the strengths and weaknesses of the organization, and then determining how to position the organization to compete effectively in its environment.
Strategic planning has a long time frame, often three years or more.
Tactical planning: Is intermediate-range (one to three years) planning that is designed to develop relatively concrete and specific means to implement the strategic plan. Middle-level managers often engage in tactical planning.
CONT.
Operational planning: Generally assumes the existence of organization-wide or subunit goals and objectives and specifies ways to achieve them.
Operational planning is short-range (less than a year) planning that is designed to develop specific action steps that support strategic and tactical plans.
Organizing in Management
Organizing is the function of management that involves developing an organizational structure and allocating human resources to ensure the accomplishment of objectives.
The structure of the organization is the framework within which effort is coordinated. The structure is usually represented by an organization chart, which provides a graphic representation of the chain of command within an organization.
Decisions made about the structure of an organization are generally referred to as organizational design decisions.
CONT.
Organizing also involves the design of individual jobs within the organization.
Decisions must be made about the duties and responsibilities of individual jobs, as well as the manner in which the duties should be carried out.
Organizing at the level of the organization involves deciding how best to departmentalize, or cluster, jobs into departments to coordinate efforts effectively.
Leading
Leading involves influencing others through direction, inspiration, and motivation toward the attainment of organizational objectives.
Leading is distinct from the organizing function of management, which generally includes arranging or assembling resources.
Leading or leadership is the glue that allows for the coordination of people toward a common goal or collective response to a situation.
It facilitates the performance of essential tasks by employees through a combination of formal and informal methods of influence.
CONT.
Leaders generally use some form of power or influence over individuals to affect their behavior.
Power may come from a position of authority, while influence is generally related to the social or psychological relationship or stature.
The important thing to remember is leadership generally involves the willing adoption of the leaders’ position - rather than through force or coercion.
�Controlling�
Controlling involves ensuring that performance does not deviate from standards.
Controlling consists of three steps, which include:
(1) establishing performance standards
(2) comparing actual performance against standards
(3) taking corrective action when necessary.
Performance standards are often stated in monetary terms such as revenue, costs, or profits but may also be stated in other terms, such as units produced, number of defective products, or levels of quality or customer service.
CONT.
The managerial function of controlling should not be confused with control in the behavioral or manipulative sense.
This function does not imply that managers should attempt to control or manipulate the personalities, values, attitudes, or emotions of their subordinates.
Instead, this function of management concerns the manager’s role in taking necessary actions to ensure that the work-related activities of subordinates are consistent with and contribute toward the accomplishment of organizational and departmental objectives.
CONT.
Thus, the controlling function act as a tool that helps in finding out how actual performance deviates from standards and also finds the cause of deviations and attempts which are necessary to take corrective actions based upon the same.
This process helps in the formulation of future plans in light of the problems that were identified and, thus, helps in better planning for future periods.
So, controlling does not only complete the management process but also improves planning in the next cycle.
CONT.
A good control system helps an organization in the following ways:
2. Judging Accuracy of Standards
3. Making Efficient use of Resources
4. Improving Employee Motivation
5. Ensuring Order & Discipline
6. Facilitating Coordination in Action