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The schools of management thought to cover a broad concept. It provides the theoretical frameworks for the study and application of management. Each of the schools of management thought concerns different assumptions about human beings. They are based on the organizations for which they work as well.
The formal study of management began to come about late in the 19th century. Since then, the study of management has developed through several stages. And, the study of management became an important branch due to the combined effort of scholars and practitioners.
The scholars and practitioners worked in different eras. The eras took many important aspects into consideration. These aspects are believed to form the overall good management practice.
In due course, management thinkers have discovered ways to arrange and categorize the capacious information about management that has been composed and circulated. These attempts at classification have opened up about the recognition of management schools.
A disparity exists as to the accurate number of management schools. Different writers have acknowledged management schools as few as three and as many as twelve. Those discussed below include:
- The classical school
- The systems school
- The contingency school
- The behavioural school
- The quantitative or management science school.
The formal study of management is mainly a twentieth-century fact, and to some degree, the increasing number of management schools of thought is the result of a lack of consensus among management scholars about basic questions of theory and practice.
8 BEST PRACTICES IN BUSINESS MANAGEMENT
Motivating a team and employees requires a great deal of experience and skills. A great business leader is someone who is able to motivate their team and formulate business management best practices for success.
A company relies on its employees to produce the greatest results. And, business management is what helps them promulgate policies in order for success. Business management defines the process by which business executives can go along the goals.
Business management helps business executives to exact the least amount of effort using the resources available to them. A skilled business executive attends a master’s degree program in business administration.
The degree allows him/her to study what could motivate employees to work professionally and shows them some of the best practices for making an organization ethnically effective.
According to Patrick Lencioni, the author who has written 10 best-selling business management books, the following practices can help a business achieve a streamlined system from a struggling business status, in which employees are motivated to manufacture their best work.
1. Engage Workers
Isolated workers become too indifferent about performing their jobs. All they care about is getting a paycheck at the end of the month and pursuing their own interests. The first thing a manager needs to do is discover how to motivate his employees to pursue the company’s vision.
Besides being productive, engaged workers become enthusiastic about pursuing the company’s vision; they also become proactive, maintaining responsibility for their performance and directing fresh talent to the company.
2. Reward Effort
No one likes their work to go undervalued. Recognition of effort and achievement can go miles. Thanks for a job well done will encourage employees to work harder– it makes employees feel appreciated. It seems like an evident point, but often business management training ignores the positive impact appreciation yields toward employees.
Some managers might even deduce that being too “touchy-feely” challenges their authority. On the contrary, reward motivates people to accomplish more and helps to assemble company loyalty.
3. Be Vulnerable
Vulnerability comprises a chronic theme in Lencioni’s business management articles. He believes that managers should stop being mysterious figures in the lives of junior employees and that getting acquainted with the employees makes management interact with their employees.
And, it is one of the best ways for management to interact with their workers. He also sees vulnerability as critical in team dynamics; without being able to speak overtly and put one’s ideas on the spot, it is not possible for teams to build trust.
4. Stay Committed
When team members don’t rely on each other, they dedicate a lot of time to staying free from conflict rather than getting their real opinions known and working to find common ground. A state of continuous uncertainty ensues, in which clear goals and strategies fail to come out out of group discussion.
Lencioni tags this lack of commitment the “third dysfunction” of team dynamics. It can result in poor decision making and smother productivity. Staying dedicated to the team’s project means creating an ambiance where disagreement is welcomed, not feared, because differing perspectives help to form a clear goal.
5. Seek Clarity
A problem is prevalent among many companies is that a lack of alliance among managers, who either stop working to accomplish the company’s vision or never understood what that vision was. Lencioni points out that company’s need to crack down on alignment of core principles by asking the following six questions:
- Why do we exist?
- How do we behave?
- What do we do?
- How will we succeed?
- What is most important, right now?
- Who must do what?
Leaders play the pivotal role in function of a business. Without leaders coming forward – and sharing – a clear sense of the company’s vision, its values, its planned goals, and its allocation of responsibilities, the best business management education in the world will not matter, because the company will lack reason and course.