Jamaa ni miongoni wa waliopewa shavu na prezda we2 wa motco msela ni waziri wa elimu,juzi nilimtembelea hosp alikuwa anasumbuliwa na malaria sasa leo nimekanyaga kwa ofis nikamkuta nikampa hiyo..kaka umepona au umemiss pc
Monday, August 27, 2007
UMEPONA?
Jamaa ni miongoni wa waliopewa shavu na prezda we2 wa motco msela ni waziri wa elimu,juzi nilimtembelea hosp alikuwa anasumbuliwa na malaria sasa leo nimekanyaga kwa ofis nikamkuta nikampa hiyo..kaka umepona au umemiss pc
NIMEWAKUBALI MANISPAAA....!!!
Ni nyakati za mchana nilipotembelea town niliwakuta wafanyakazi wa manispaa ya mji kasoro bahari wakiwajibika ktk kutoa mabaki ya tope yaliyomo ktk mitaro kuzunguka stend ndogo ya mkoa.Hongera sana manispaa kwani tahadhari ni bora kuliko kusubiri
MAJADILIANO.....?
Wanachama wa ccm mg vijijini wakijadiliana mawili matatu kabla ya kuanza kwa uchaguzi wa waakilishi wao mkoa
KIJIWE KINAPOKUWA KIGUMU...!!
Hii nayo niliivyatua nikiwa ktk daladala..inaonekana jpili ni cku nzito sana kwa taxi hizi.....
KUTOKA DIRISHA LA HIACE
Hata barclays inapatikana mji kasoro bahari..hii snap nilinyaka nikiwa ndani ya daladala nilikua najaribu kutenda kama atendavyo mdau wangu mkuu cpwaaaaa....!
SIO KWAMBA AMEGRADUATE
Jamaa nilimnyaka na mashine yangu d410 maeneo ya uchaguzi wa ccm wajumbe halmashauri kuu ya ccm mkoa.Nilifikiri mkuu alikua ametoka kula nondo yake kumbe alikuwa ametoka ktk uchaguzi safi sana kidumu chama cha mapinduzi.......!!!!!
MAXIMO UMEWAONA HAWA?
Ni miongoni mwa mambo ya vituli hawa vijana kutoka kitaaani wako hapa collage mida ya jioni katika kiwanja cha vituli kwa kujifua hii ni kutokana na uhaba wa viwanja vya michezo huko kitaani kwao..kocha maximo anahitajika kutembelea hapa mana madogo wanakamua kisawaswa kama brasil vile
IMESAIDIA MKUU...!
Ni dk30 kabla ya lokoo ya jmosi watu walikuwa wamefurika kutokana na kauli ya mkuu..sasa jamani kumbe inawezekana sasa iweje mpaka tusubiri?
MENEJA UPO?
Raisi aliliona hili ndo mana akateua msimamizi mkuu wa eneo hili..sasa iweje mazingira ya eneo hili yawe kiivyo?Mi naomba watumiaji tushirikiane kufanikisha hili ili jamaa asipigwe chin
HUU NI UWANJA NASIO KAMBA YA KUANIKIA NGUO
Nafikiri wale wadau flani watakua wamenipata kwa dhati kabisa hii sehemu sio ya kuanika viwalo kwa haiba ya watu wa hapa hairuhusu kaweka vitu kama hv hadharani...
Saturday, August 25, 2007
MWANDISHI WA RAIS....
Jamaaa hapo juu amekula shavu ktk serikali ya wanajamhuri ya motco kwa kupata nafasi ya kuwa mwandishi wa rais..Kaka kaza buti na tunakutarajia kutenda haki pande zote za shilingi kwa kutumia silaha yako ya karamu na karatasi...KAZI NJEMA
Friday, August 24, 2007
JAMAA WAMEGOMA HAPA.....
Ndg zangu baba moja mama moja PMb&CM wamegoma kuingia kula pindi ndani ya class hii kwakuwa mazingira sio condusive na pia ilikuwa stoo b4..Kwa sasa baada ya strike hiyo iliyodumu takribani kwa wiki nzima uongozi wa serikali ya wanachuo wamesimamia usafi wa sehemu hiyo na next monday jamaa watajitoma ndani ya nyumba tayari kwa kula vitini...
UHABA WA PC....
Nowdayz pc imekuwa inshu jamaa hapo mlangoni nimewabamba wakisubiri kuingia ktk comp lab ya koleji..tathmini yangu inaonyesha kwamba mahitaji baada ya mkuu wa chuo kuweka msisitizo juu ya matumizi ya pc yamekuwa makubwa kulinganisha na awali.
SALA YA IJUMAAA.....
Waislam wa jumuiya ya motco wakifuatilia kwa makini hotuba ya swala ya ijumaa kabla ya swala yenyewe iliyosalishwa na Sheikh Adam Dudu.
ZE COMEDY NOMA
Ni lisaaa limoja kabla ya likipindi la ze comedy kuanza umati huu ulikuwa tayari umefurika ktk kideo kinachopatikana ukumbi wa chakula ili kumshuhudia mkandamizaji na wenzako kukonga nyoyo zao..jamaa wanasababisha mpaka nyumba za ibada kuwa na mahudhurio machache pindi kipindi cha kikiwa hewani
HAPA NDIO KIKAPU KINAKAMULIWA
Jamaa jana walikula tizi la kufa m2 ili kukabiliana na game lao kali wanalotarajia kulipata kati yao na chuo cha uandishi wa habari...
Tuesday, August 21, 2007
ENEO LA KAZI(FATICK)
Sio tu kuwaletea picha za mazingira yetu bali pia nashiriki kikamilifu ktk kuyaweka safi...
Monday, August 20, 2007
MWALIMU UBUNIFU...
Ka mjengo hapo juu nilishiriki ktk kudesign na tenda niliramba from foundation hadi finishing...sasa sio class tu hata akili ya kaz nayo inahitajika wadau..
MITAA YA USWAZI
Wadau hapo ndio maskaani kwa bi mkubwa..kuna m2 alidai eti mi mtoto wa mboga saba sasa umepaona nilipotoka mtoto wa mkulima halisi..?
MODAL...!!!!
Jamani hiko kipaji nimekivumbua mitaa ya home inshort huyo dogo anatisha kwa uelewa pongezi kwa check bob wangu kazi nzuri uliifanya muendeleze bint huyo mana ndio condoleza rice we2
BEEF HUANZIA UTOTONI...
Vijana niliwafuma ktk kibaraza cha home wkigombania kitenes palikua hapatoshi mshkaji yeye alitumia nguvu kwa kuwa mwenzake ni dogo but dogo nae hakukubali alipigana mpaka kikaeleweka..wazazi tuwe makini tunapowaruhusu watoto wenye rika linalokaribiana wanapokutana.
SIO LECTURE=ZE COMEDY
Hao ni wanajamuhuri wakifuatilia kwa umakini likipindi la ze comedy na sio lecture..niliibamba last thursday..ila naona kaluninga hakakidhi mahitaji kwani mshkaji wa nyuma hapo alikua analalama kuwa anapunjika..
WELCOME DIP 1
Ndani ya Fr.FRANKEN mkuu wa chuo akiwakaribisha mwaka wa kwanza na kufunga semina yao iliyoendeshwa kwa cku 3 juu ya kuelewa taratibu na kanuni za chuo..Jamaani 1yr semina itakuwa imeeleweka na sheria zitafuatwa..karibuni chuoni.
ILIGO CONNECTION
Jama jama mi simo nimeifuma maeneo lakini hii kidogo inausalamaaa kuna zile za denja denja jamani tutakuja kuwaka kama vp tuombe watuwekee kila room mana kuzuia ni ngumu..
SIO WAKATI WA STORY.....
Jamaa hawa ni wa masomo flani yanayoongoza kwa ubishi..huu ulikua wakati wa fatick (wadau wa maeneo wamenielewa)lakini jamaa waliendelea na michapo kama uwaonavyo..oya kama mnanipata jirekebisheni sio uungwana
VITULI NOMA....!
Mpaka sasa hakuna dom iliyovunja record ktk kuaandaa party ya kukaribisha mwaka wa kwanza..ahadi ni deni niliwaahidi na nimetimiza..hapo jamaa naona full shangwe
KIBAKA....
Jamaa nilimfuma mitaa ya samora raia walikuwa wameshamporomoshe kichapo baada ya kushindwa kunyakua cm ya mzalendo..inasemekana ni kawaida ya vibaka kuwepo mitaa hiyo na wamewavumilia but raia wamechoka na katabia hicho
Friday, August 17, 2007
MDAU TOKA KINO...
Huyu ni mdau wangu toka kino dada yupo ifm anpafom Insuarence&Risk Management..Sawa dada kaza mama swai awe juu....
MANAGEMENT & ADMINISTRATION
Management
Management comprises directing and controlling a group of one or more people or entities for the purpose of coordinating and harmonizing that group towards accomplishing a goal. Management often encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources. Management can also refer to the person or people who perform the act(s) of management.
The verb manage comes from the Italian maneggiare (to handle — especially a horse), which in turn derives from the Latin manus (hand). The French word mesnagement (later ménagement) influenced the development in meaning of the English word management in the 17th and 18th centuries.[1]
Management has to do with power by position, whereas leadership involves power by influence[citation needed]. Compare stewardship.
Functions of management
Management operates through various functions, often classified as planning, organizing, leading/motivating and controlling.
Planning: deciding what needs to happen in the future (today, next week, next month, next year, over the next five years, etc.) and generating plans for action.
Organizing: making optimum use of the resources required to enable the successful carrying out of plans.
Leading/Motivating: exhibiting skills in these areas for getting others to play an effective part in achieving plans.
Controlling: monitoring — checking progress against plans, which may need modification based on feedback.
Theoretical scope
Mary Parker Follett (1868–1933), who wrote on the topic in the early twentieth century, defined management as "the art of getting things done through people". [2] One can also think of management functionally, as the action of measuring a quantity on a regular basis and of adjusting some initial plan; or as the actions taken to reach one's intended goal. This applies even in situations where planning does not take place. From this perspective, Frenchman Henri Fayol [3] considers management to consist of five functions:
1.planning
2.organizing
3.leading
4.co-ordinating
5.controlling
Some people, however, find this definition, while useful, far too narrow. The phrase "management is what managers do" occurs widely, suggesting the difficulty of defining management, the shifting nature of definitions, and the connection of managerial practices with the existence of a managerial cadre or class.
One habit of thought regards management as equivalent to "business administration", although this then excludes management in places outside commerce, as for example in charities and in the public sector. Nonetheless, many people refer to university departments which teach management as "business schools." Some institutions (such as the Harvard Business School) use that name while others (such as the Yale School of Management) employ the more inclusive term "management."
Speakers of English may also use the term "management" or "the management" as a collective word describing the managers of an organization, for example of a corporation.
Historical development
Difficulties arise in tracing the history of management. Some see it (by definition) as a late modern (in the sense of late modernity) conceptualization. On those terms it cannot have a pre-modern history, only harbingers (such as stewards). Others, however, detect management-like activities in the pre-modern past. Some writers [Who?] trace the development of management-thought back to Sumerian traders and to the builders of the pyramids of ancient Egypt. Slave-owners through the centuries faced the problems of exploiting/motivating a dependent but sometimes unenthusiastic or recalcitrant workforce, but many pre-industrial enterprises, given their small scale, did not feel compelled to face the issues of management systematically. However, innovations such as the spread of Hindu-Arabic numerals (5th to 15th centuries) and the codification of double-entry book-keeping (1494) provided tools for management assessment, planning and control.
Given the scale of most commercial operations and the lack of mechanized record-keeping and recording before the industrial revolution, it made sense for most owners of enterprises in those times to carry out management functions by and for themselves. But with growing size and complexity of organizations, the split between owners (individuals, industrial dynasties or groups of shareholders) and day-to-day managers (independent specialists in planning and control) gradually became more common.
19th century
Some argue [citation needed] that modern management as a discipline began as an off-shoot of economics in the 19th century. Classical economists such as Adam Smith (1723 - 1790) and John Stuart Mill (1806 - 1873) provided a theoretical background to resource-allocation, production, and pricing issues. About the same time, innovators like Eli Whitney (1765 - 1825), James Watt (1736 - 1819), and Matthew Boulton (1728 - 1809) developed elements of technical production such as standardization, quality-control procedures, cost-accounting, interchangeability of parts, and work-planning. Many of these aspects of management existed in the pre-1861 slave-based sector of the US economy. That environment saw 4 million people, as the contemporary usages had it, "managed" in profitable quasi-mass production.
By the late 19th century, marginal economists Alfred Marshall (1842 - 1924) and Léon Walras (1834 - 1910) and others introduced a new layer of complexity to the theoretical underpinnings of management. Joseph Wharton offered the first tertiary-level course in management in 1881.
20th century
By about 1900 one finds managers trying to place their theories on what they regarded as a thoroughly scientific basis (see scientism for perceived limitations of this belief). Examples include Henry R. Towne's Science of management in the 1890s, Frederick Winslow Taylor's Scientific management (1911), Frank and Lillian Gilbreth's Applied motion study (1917), and Henry L. Gantt's charts (1910s). J. Duncan wrote the first college management textbook in 1911. In 1912 Yoichi Ueno introduced Taylorism to Japan and became first management consultant of the "Japanese-management style". His son Ichiro Ueno pioneered Japanese quality-assurance.
The first comprehensive theories of management appeared around 1920. The Harvard Business School invented the Master of Business Administration degree (MBA) in 1921. People like Henri Fayol (1841 - 1925) and Alexander Church described the various branches of management and their inter-relationships. In the early 20th century, people like Ordway Tead (1891 - 1973), Walter Scott and J. Mooney applied the principles of psychology to management, while other writers, such as Elton Mayo (1880 - 1949), Mary Parker Follett (1868 - 1933), Chester Barnard (1886 - 1961), Max Weber (1864 - 1920), Rensis Likert (1903 - 1981), and Chris Argyris (1923 - ) approached the phenomenon of management from a sociological perspective.
Peter Drucker (1909 – 2005) wrote one of the earliest books on applied management: Concept of the Corporation (published in 1946). It resulted from Alfred Sloan (chairman of General Motors until 1956) commissioning a study of the organisation. Drucker went on to write 39 books, many in the same vein.
H. Dodge, Ronald Fisher (1890 - 1962), and Thornton C. Fry introduced statistical techniques into management-studies. In the 1940s, Patrick Blackett combined these statistical theories with microeconomic theory and gave birth to the science of operations research. Operations research, sometimes known as "management science" (but distinct from Taylor's scientific management), attempts to take a scientific approach to solving management problems, particularly in the areas of logistics and operations.
Some of the more recent developments include the theory of constraints, management by objectives, reengineering, and various information-technology-driven theories such as agile software development, as well as group management theories such as Cog's Ladder.
As the general recognition of managers as a class solidified during the 20th century and gave perceived practitioners of the art/science of management a certain amount of prestige, so the way opened for popularised systems of management ideas to peddle their wares. In this context many management fads may have had more to do with pop psychology than with scientific theories of management.
Towards the end of the 20th century, business management came to consist of six separate branches, namely:
Human resource management
Operations management or production management
Strategic management
Marketing management
Financial management
Information technology management responsible for management information systems
21st century
In the 21st century observers find it increasingly difficult to subdivide management into functional categories in this way. More and more processes simultaneously involve several categories. Instead, one tends to think in terms of the various processes, tasks, and objects subject to management.
Branches of management theory also exist relating to nonprofits and to government: such as public administration, public management, and educational management. Further, management programs related to civil-society organizations have also spawned programs in nonprofit management and social entrepreneurship.
Note that many of the assumptions made by management have come under attack from business ethics viewpoints, critical management studies, and anti-corporate activism.
As one consequence, workplace democracy has become both more common, and more advocated, in some places distributing all management functions among the workers, each of whom takes on a portion of the work. However, these models predate any current political issue, and may occur more naturally than does a command hierarchy. All management to some degree embraces democratic principles in that in the long term workers must give majority support to management; otherwise they leave to find other work, or go on strike. Hence management has started to become less based on the conceptualisation of classical military command-and-control, and more about facilitation and support of collaborative activity, utilizing principles such as those of human interaction management to deal with the complexities of human interaction. Indeed, the concept of Ubiquitous command-and-control posits such a transformation for 21st century military management.
Nature of managerial work
In for-profit work, management has as its primary function the satisfaction of a range of stakeholders. This typically involves making a profit (for the shareholders), creating valued products at a reasonable cost (for customers), and providing rewarding employment opportunities (for employees). In nonprofit management, add the importance of keeping the faith of donors. In most models of management/governance, shareholders vote for the board of directors, and the board then hires senior management. Some organizations have experimented with other methods (such as employee-voting models) of selecting or reviewing managers; but this occurs only very rarely.
In the public sector of countries constituted as representative democracies, voters elect politicians to public office. Such politicians hire many managers and administrators, and in some countries like the United States political appointees lose their jobs on the election of a new president/governor/mayor. Some 2500 people serve at the pleasure of the United States Chief Executive, including all of the top US government executives.
Public, private, and voluntary sectors place different demands on managers, but all must retain the faith of those who select them (if they wish to retain their jobs), retain the faith of those people that fund the organization, and retain the faith of those who work for the organization. If they fail to convince employees of the advantages of staying rather than leaving, they may tip the organization into a downward spiral of hiring, training, firing, and recruiting. Management also has the task of innovating and of improving the functioning of organizations.
The neutrality of this section is disputed.
Please see the discussion on the talk page.
The importance of control
At least two perspectives on role of control exist:
1.Top management expects to control everything, making all decisions, while middle and lower managers implement decisions, and production workers operate only as instructed
2.Top management does not decide the "right" way to do something, and lower-level staff become involved in decision-making processes.
3.Some companies use "slopey shoulder syndrome" style management, where people will take credit for when things go right. However when things go wrong they will pass the blame and responsibility to people either below or adjacent in the company structure.
Managerial levels/hierarchy
The management of a large organisation may have three levels:
1.Senior management (or "top management" or "upper management")
2.Middle management
3.Low-level management, such as supervisors or team-leaders
Administration
The word "administration" is from the Middle English administracioun, deriving from the French administration, which is itself derived from the Latin administratio: a compounding of ad ("to") and ministratio ("to give service").
In business, administration consists of the performance or management of business operations and thus the making or implementing of major decisions. Administration can be defined as the universal process of organizing people and resources efficiently so as to direct activities toward common goals and objectives.
Administrator can serve as the title of the General Manager or Company Secretary who reports to a corporate board of directors. This title is archaic but in many enterprises this function, and its associated Finance, Personnel and MIS services, is what is intended when the term "the Administration" is used.
In some organizational analyses, Management is viewed as a subset of administration, specifically associated with the technical and mundane elements within an organization's operation. It stands distinct from executive or strategic work.
In other organizational analyses, administration can refer to the bureaucratic or operational performance of mundane office tasks, usually internally oriented and usually reactive rather than proactive.
Administrative functions
Administrators, broadly speaking, engage in a common set of functions to meet the organization's goals.
Planning is deciding in advance what to do, how to do it, when to do it, and who should do it. It maps the path from where the organization is to where it wants to be. The planning function involves establishing goals and arranging them in logical order. Administrators engage in both short-range and long-range planning.
Organizing involves identifying responsibilities to be performed, grouping responsibilities into departments or divisions, and specifying organizational relationships. The purpose is to achieve coordinated effort among all the elements in the organization. Organizing must take into account delegation of authority and responsibility and span of control within supervisory units.
Staffing means filling job positions with the right people at the right time. It involves determining staffing needs, writing job descriptions, recruiting and screening people to fill the positions.
Directing is leading people (see Leadership) in a manner that achieves the goals of the organization. This involves proper allocation of resources and providing an effective support system. Directing requires exceptional interpersonal skills and the ability to motivate people. One of the crucial issues in directing is to find the correct balance between emphasis on staff needs and emphasis on production.
Controlling is the function that evaluates quality in all areas and detects potential or actual deviations from the organization's plan. This function's purpose is to ensure high-quality performance and satisfactory results while maintaining an orderly and problem-free environment. Controlling includes information management, measurment of performance, and institution of corrective actions.
Budgeting, excepted from the above list, incorporates most of the administrative functions, beginning with the implementation of a budget plan through the application of budget controls.
Management comprises directing and controlling a group of one or more people or entities for the purpose of coordinating and harmonizing that group towards accomplishing a goal. Management often encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources. Management can also refer to the person or people who perform the act(s) of management.
The verb manage comes from the Italian maneggiare (to handle — especially a horse), which in turn derives from the Latin manus (hand). The French word mesnagement (later ménagement) influenced the development in meaning of the English word management in the 17th and 18th centuries.[1]
Management has to do with power by position, whereas leadership involves power by influence[citation needed]. Compare stewardship.
Functions of management
Management operates through various functions, often classified as planning, organizing, leading/motivating and controlling.
Planning: deciding what needs to happen in the future (today, next week, next month, next year, over the next five years, etc.) and generating plans for action.
Organizing: making optimum use of the resources required to enable the successful carrying out of plans.
Leading/Motivating: exhibiting skills in these areas for getting others to play an effective part in achieving plans.
Controlling: monitoring — checking progress against plans, which may need modification based on feedback.
Theoretical scope
Mary Parker Follett (1868–1933), who wrote on the topic in the early twentieth century, defined management as "the art of getting things done through people". [2] One can also think of management functionally, as the action of measuring a quantity on a regular basis and of adjusting some initial plan; or as the actions taken to reach one's intended goal. This applies even in situations where planning does not take place. From this perspective, Frenchman Henri Fayol [3] considers management to consist of five functions:
1.planning
2.organizing
3.leading
4.co-ordinating
5.controlling
Some people, however, find this definition, while useful, far too narrow. The phrase "management is what managers do" occurs widely, suggesting the difficulty of defining management, the shifting nature of definitions, and the connection of managerial practices with the existence of a managerial cadre or class.
One habit of thought regards management as equivalent to "business administration", although this then excludes management in places outside commerce, as for example in charities and in the public sector. Nonetheless, many people refer to university departments which teach management as "business schools." Some institutions (such as the Harvard Business School) use that name while others (such as the Yale School of Management) employ the more inclusive term "management."
Speakers of English may also use the term "management" or "the management" as a collective word describing the managers of an organization, for example of a corporation.
Historical development
Difficulties arise in tracing the history of management. Some see it (by definition) as a late modern (in the sense of late modernity) conceptualization. On those terms it cannot have a pre-modern history, only harbingers (such as stewards). Others, however, detect management-like activities in the pre-modern past. Some writers [Who?] trace the development of management-thought back to Sumerian traders and to the builders of the pyramids of ancient Egypt. Slave-owners through the centuries faced the problems of exploiting/motivating a dependent but sometimes unenthusiastic or recalcitrant workforce, but many pre-industrial enterprises, given their small scale, did not feel compelled to face the issues of management systematically. However, innovations such as the spread of Hindu-Arabic numerals (5th to 15th centuries) and the codification of double-entry book-keeping (1494) provided tools for management assessment, planning and control.
Given the scale of most commercial operations and the lack of mechanized record-keeping and recording before the industrial revolution, it made sense for most owners of enterprises in those times to carry out management functions by and for themselves. But with growing size and complexity of organizations, the split between owners (individuals, industrial dynasties or groups of shareholders) and day-to-day managers (independent specialists in planning and control) gradually became more common.
19th century
Some argue [citation needed] that modern management as a discipline began as an off-shoot of economics in the 19th century. Classical economists such as Adam Smith (1723 - 1790) and John Stuart Mill (1806 - 1873) provided a theoretical background to resource-allocation, production, and pricing issues. About the same time, innovators like Eli Whitney (1765 - 1825), James Watt (1736 - 1819), and Matthew Boulton (1728 - 1809) developed elements of technical production such as standardization, quality-control procedures, cost-accounting, interchangeability of parts, and work-planning. Many of these aspects of management existed in the pre-1861 slave-based sector of the US economy. That environment saw 4 million people, as the contemporary usages had it, "managed" in profitable quasi-mass production.
By the late 19th century, marginal economists Alfred Marshall (1842 - 1924) and Léon Walras (1834 - 1910) and others introduced a new layer of complexity to the theoretical underpinnings of management. Joseph Wharton offered the first tertiary-level course in management in 1881.
20th century
By about 1900 one finds managers trying to place their theories on what they regarded as a thoroughly scientific basis (see scientism for perceived limitations of this belief). Examples include Henry R. Towne's Science of management in the 1890s, Frederick Winslow Taylor's Scientific management (1911), Frank and Lillian Gilbreth's Applied motion study (1917), and Henry L. Gantt's charts (1910s). J. Duncan wrote the first college management textbook in 1911. In 1912 Yoichi Ueno introduced Taylorism to Japan and became first management consultant of the "Japanese-management style". His son Ichiro Ueno pioneered Japanese quality-assurance.
The first comprehensive theories of management appeared around 1920. The Harvard Business School invented the Master of Business Administration degree (MBA) in 1921. People like Henri Fayol (1841 - 1925) and Alexander Church described the various branches of management and their inter-relationships. In the early 20th century, people like Ordway Tead (1891 - 1973), Walter Scott and J. Mooney applied the principles of psychology to management, while other writers, such as Elton Mayo (1880 - 1949), Mary Parker Follett (1868 - 1933), Chester Barnard (1886 - 1961), Max Weber (1864 - 1920), Rensis Likert (1903 - 1981), and Chris Argyris (1923 - ) approached the phenomenon of management from a sociological perspective.
Peter Drucker (1909 – 2005) wrote one of the earliest books on applied management: Concept of the Corporation (published in 1946). It resulted from Alfred Sloan (chairman of General Motors until 1956) commissioning a study of the organisation. Drucker went on to write 39 books, many in the same vein.
H. Dodge, Ronald Fisher (1890 - 1962), and Thornton C. Fry introduced statistical techniques into management-studies. In the 1940s, Patrick Blackett combined these statistical theories with microeconomic theory and gave birth to the science of operations research. Operations research, sometimes known as "management science" (but distinct from Taylor's scientific management), attempts to take a scientific approach to solving management problems, particularly in the areas of logistics and operations.
Some of the more recent developments include the theory of constraints, management by objectives, reengineering, and various information-technology-driven theories such as agile software development, as well as group management theories such as Cog's Ladder.
As the general recognition of managers as a class solidified during the 20th century and gave perceived practitioners of the art/science of management a certain amount of prestige, so the way opened for popularised systems of management ideas to peddle their wares. In this context many management fads may have had more to do with pop psychology than with scientific theories of management.
Towards the end of the 20th century, business management came to consist of six separate branches, namely:
Human resource management
Operations management or production management
Strategic management
Marketing management
Financial management
Information technology management responsible for management information systems
21st century
In the 21st century observers find it increasingly difficult to subdivide management into functional categories in this way. More and more processes simultaneously involve several categories. Instead, one tends to think in terms of the various processes, tasks, and objects subject to management.
Branches of management theory also exist relating to nonprofits and to government: such as public administration, public management, and educational management. Further, management programs related to civil-society organizations have also spawned programs in nonprofit management and social entrepreneurship.
Note that many of the assumptions made by management have come under attack from business ethics viewpoints, critical management studies, and anti-corporate activism.
As one consequence, workplace democracy has become both more common, and more advocated, in some places distributing all management functions among the workers, each of whom takes on a portion of the work. However, these models predate any current political issue, and may occur more naturally than does a command hierarchy. All management to some degree embraces democratic principles in that in the long term workers must give majority support to management; otherwise they leave to find other work, or go on strike. Hence management has started to become less based on the conceptualisation of classical military command-and-control, and more about facilitation and support of collaborative activity, utilizing principles such as those of human interaction management to deal with the complexities of human interaction. Indeed, the concept of Ubiquitous command-and-control posits such a transformation for 21st century military management.
Nature of managerial work
In for-profit work, management has as its primary function the satisfaction of a range of stakeholders. This typically involves making a profit (for the shareholders), creating valued products at a reasonable cost (for customers), and providing rewarding employment opportunities (for employees). In nonprofit management, add the importance of keeping the faith of donors. In most models of management/governance, shareholders vote for the board of directors, and the board then hires senior management. Some organizations have experimented with other methods (such as employee-voting models) of selecting or reviewing managers; but this occurs only very rarely.
In the public sector of countries constituted as representative democracies, voters elect politicians to public office. Such politicians hire many managers and administrators, and in some countries like the United States political appointees lose their jobs on the election of a new president/governor/mayor. Some 2500 people serve at the pleasure of the United States Chief Executive, including all of the top US government executives.
Public, private, and voluntary sectors place different demands on managers, but all must retain the faith of those who select them (if they wish to retain their jobs), retain the faith of those people that fund the organization, and retain the faith of those who work for the organization. If they fail to convince employees of the advantages of staying rather than leaving, they may tip the organization into a downward spiral of hiring, training, firing, and recruiting. Management also has the task of innovating and of improving the functioning of organizations.
The neutrality of this section is disputed.
Please see the discussion on the talk page.
The importance of control
At least two perspectives on role of control exist:
1.Top management expects to control everything, making all decisions, while middle and lower managers implement decisions, and production workers operate only as instructed
2.Top management does not decide the "right" way to do something, and lower-level staff become involved in decision-making processes.
3.Some companies use "slopey shoulder syndrome" style management, where people will take credit for when things go right. However when things go wrong they will pass the blame and responsibility to people either below or adjacent in the company structure.
Managerial levels/hierarchy
The management of a large organisation may have three levels:
1.Senior management (or "top management" or "upper management")
2.Middle management
3.Low-level management, such as supervisors or team-leaders
Administration
The word "administration" is from the Middle English administracioun, deriving from the French administration, which is itself derived from the Latin administratio: a compounding of ad ("to") and ministratio ("to give service").
In business, administration consists of the performance or management of business operations and thus the making or implementing of major decisions. Administration can be defined as the universal process of organizing people and resources efficiently so as to direct activities toward common goals and objectives.
Administrator can serve as the title of the General Manager or Company Secretary who reports to a corporate board of directors. This title is archaic but in many enterprises this function, and its associated Finance, Personnel and MIS services, is what is intended when the term "the Administration" is used.
In some organizational analyses, Management is viewed as a subset of administration, specifically associated with the technical and mundane elements within an organization's operation. It stands distinct from executive or strategic work.
In other organizational analyses, administration can refer to the bureaucratic or operational performance of mundane office tasks, usually internally oriented and usually reactive rather than proactive.
Administrative functions
Administrators, broadly speaking, engage in a common set of functions to meet the organization's goals.
Planning is deciding in advance what to do, how to do it, when to do it, and who should do it. It maps the path from where the organization is to where it wants to be. The planning function involves establishing goals and arranging them in logical order. Administrators engage in both short-range and long-range planning.
Organizing involves identifying responsibilities to be performed, grouping responsibilities into departments or divisions, and specifying organizational relationships. The purpose is to achieve coordinated effort among all the elements in the organization. Organizing must take into account delegation of authority and responsibility and span of control within supervisory units.
Staffing means filling job positions with the right people at the right time. It involves determining staffing needs, writing job descriptions, recruiting and screening people to fill the positions.
Directing is leading people (see Leadership) in a manner that achieves the goals of the organization. This involves proper allocation of resources and providing an effective support system. Directing requires exceptional interpersonal skills and the ability to motivate people. One of the crucial issues in directing is to find the correct balance between emphasis on staff needs and emphasis on production.
Controlling is the function that evaluates quality in all areas and detects potential or actual deviations from the organization's plan. This function's purpose is to ensure high-quality performance and satisfactory results while maintaining an orderly and problem-free environment. Controlling includes information management, measurment of performance, and institution of corrective actions.
Budgeting, excepted from the above list, incorporates most of the administrative functions, beginning with the implementation of a budget plan through the application of budget controls.
Thursday, August 16, 2007
NIMEWALETEA......!!!!!
Wadau kutoka wanaume camp(VITULI) wameniomba nirushe ujumbe huu"Mwana we ni mwenzetu kwa kuwa ulishakua mwanjamhuri sio kila jambo linlotokea ktk ofisi yako hukumu ulete kwetu kwani huku juu ni sisi tu mbona kuna wana kennedy,meru,kibo& mollywood(mawenzi)..Ndg tunategemea busara zako ktk hukumu"....jamani wadau comment muhim mi nimetumwa tu msinihukumu
DOGO MSUMBUFU
Majira ya asubuhi tu dogo akishajua nimelala kwao basi huja kunikurupusha nimpe snap moja ndio hivyo aniachie niendelee na ucngizi wangu...dogo some tyme tunakuwa tumechoka elewa kiivyo!!!
NIMEWAMIC KIMBUZI
Wadau huyo mshkaji ni mdogo wangu namhusudu sana kwa disprin yake.."dogo kaza buti na kuaminia usidelay" huyo kati ni kinda wa bro mkubwa kijana cognitive yake inafanya kazi ipasavyo yaani ni kichwa..
Mo Town mji uliobarikiwa
Kwa kweli mji huu umejariwa kwa vivutio vingi.Tazama maji yanavyotiririka kutoka milimani nadhani wale wadau wangu wa mitaa flani pale kwa kandoro wanatamani tuwahamishie hii mito iwe huko lakini msichoke...
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