essay about management

Introductory essay

Written by the educators who created Leading Wisely, a brief look at the key facts, tough questions and big ideas in their field. Begin this TED Study with a fascinating read that gives context and clarity to the material.

Understanding management means understanding people. What motivates us to engage deeply and perform powerfully at work? How do we inspire that in teams? What are the best ways to organize ourselves to exploit opportunities and solve problems? These are critical questions for all leaders who share the goal of thriving in a global, digital, fast-paced future.

There are countless ways we can approach those topics, and diverse perspectives to consider—as is evident from the thousands of management manuals, podcasts, executive seminars and more. For example, among the TED Talks included in Leading Wisely, Itay Talgam shares a lyrical metaphor on the style of the great conductors, while Clay Shirky delivers a statistical deconstruction of the power of informal networks. It's precisely this enormous scope and variety that defines the reality of modern management and which makes it so fascinating, and so vital. Modern thinking on management — from teaching and research inside universities to the way the world's most revered businesses organize themselves — has continuously evolved throughout the 20th and early 21st century. What's more, the pace of this evolution is increasing: the TED Talks in this collection cover a number of topics that didn't even exist ten years ago! This means successful managers must learn quickly, forecast trends and execute wisely.

Division of labor and beyond: Management theory is born

Industrialization shaped the work of the first management theorists in the US and Europe, where efforts to perfect new production processes gave management a practical focus and scientific method. Mining engineer Henri Fayol was one of the first to set out clear principles of management, which were formed through experiences organizing labor and machinery to extract coal in the most cost-efficient way. In the early decades of the 20th century Fayol identified six core principles of management: forecasting, planning, organizing, commanding, coordinating, and controlling. A century later, these key principles still shape our ideas about management, even though we may implement them in more sophisticated ways.

In Fayol's time, managers enacted these six principles through authority and discipline, and the regimentation of that approach created as many problems as it did advantages. For example, perfecting production techniques through the division of labor involved a systematic breaking-down of production into repetitive, individual tasks, or 'piece work'. This formed the foundation of a new mass-production economy and significantly improved the standard of living for many workers and consumers--but the work was often tedious and didn't draw upon the worker's ideas or abilities in any meaningful way.

Fayol's contemporary, Henry Ford, provides the most famous example. In his quest to mass-produce an affordable automobile, Ford identified 84 specific steps required to assemble the Model T and hired Frederick Taylor, the creator of "scientific management," to conduct time and motion studies on the factory floor. In this way, Ford reasoned, he would know exactly how long it should take his workers to complete each of the 84 steps, and he could direct the exact motions each worker should use so that the assembly proceeded with maximum efficiency. Ford also reasoned that he could reduce the time spent on each task if his workers didn't have to move from one assembly to the next. So in 1913, inspired by a grain mill conveyor belt he'd seen, Ford introduced the first moving assembly line for factory production.

Only a year later, Ford surprised everyone when he announced that he would double wages and reduce working hours at his Detroit auto plant. Wall Street investors were dismayed. Media around the world reported Ford's announcement as a philanthropic gesture, or speculated that Ford was trying to create a bigger market for his Model T by creating a new middle-class American workforce. The reality? Ford realized he could lower turnover, and the costs of recruiting and training new employees, by offering better conditions and pay.

Beyond efficiency: Valuing people

When he raised wages and shortened the work day, Ford signaled that employee satisfaction was an essential element of successful management. There was a growing appetite to understand workers in this context and, more than that, to take a sociological or even anthropological viewpoint.

Although sociologists like Emile Durkheim had begun this work in the late 19th century, the backlash against division of labor gained momentum in the 1920s and '30s, when the horrors of the First World War fueled disillusionment with wide-scale mechanization. Many felt that workers were treated as machinery measured by volume of production alone.

In contrast, Elton Mayo highlighted the importance of social ties and a sense of belonging in the workplace. In Mayo's view, managers had to acknowledge these needs and listen to their employees, in order to make workers feel valued.

Mayo's ideas originated in part from his work at the Hawthorne General Electric Plant in Chicago, where he measured the effect of lighting levels on employees at the plant. Mayo found that simply taking an interest in the activities and opinions of staff produced a motivating effect—though when his work concluded and the plant returned to business as usual, productivity dropped.

Although Mayo championed a different kind of dynamic between managers and their subordinates in order to improve conditions and increase output, workers were given no real decision making power. Nevertheless, his work advanced management theory in a significant way, and decades later we can appreciate its influence on the people-oriented, more democratic operation of many modern companies like Semco. Its CEO, TED speaker Ricardo Semler, acknowledges that "it takes a leap of faith about losing control" to reorient a company so that it truly takes care of its people and treats them as its most important asset.

The new leader

As our conception of the workforce changed – from assembly lines of replaceable robots in the era of Fayol and Ford, to individuals with diverse talents to empower (and exploit) today — so has the role of the leader. The command-and-control approach – appropriate and effective in factory-like environments – has given way to newer, more nuanced approaches to leadership that lean more heavily on inspiration and persuasion.

Modern management theorist and TED speaker Simon Sinek believes that great leaders inspire action because they think, act and communicate from 'the inside out'—beginning with and focusing primarily on their core beliefs and values. Sinek suggests that people, whether they're your employees or customers, "don't buy what you do—they buy why you do it." Hiring people who understand and embrace these core beliefs and values, Sinek claims, means they don't work just for a paycheck—they work with "blood and sweat and tears."

When people see their work in this way, the rules and incentives that leaders have leaned on in the past to manage and motivate employees may be unnecessary. In fact, as TED speakers Dan Pink and Barry Schwartz observe, they may actually do harm. Pink shows through a series of surprising experiments that traditional carrot-and-stick motivators like bonuses and pay-for-performance plans can actually decrease creative thinking and employee engagement. What's more, according to Barry Schwartz, these incentives, coupled with an over-reliance on rigid procedures, "cause people to lose morale and the activity to lose morality." Schwartz believes that moral skill, moral will, and practical wisdom are absolutely essential if organizations want to deal with complex challenges in a smart and timely way.

The importance of innovation

Up to now, we've focused on how we organize resources—and in particular, human resources—to complete tasks and meet our goals. However, this alone doesn't equip managers to launch a successful startup to compete in a fast-moving global marketplace, or to keep pace with consumers' changing values, wants and needs. Innovation and marketing are central tenets of modern management, too. How do you harness market knowledge to position yourself as distinctive and essential, and to predict what people will want and use? How can you empower team members to come up with ingenious and elegant ideas?

In an earlier era, innovation often occurred in the first stage of production, which involved creating the product blueprint; innovation may also have altered the production process in order to bring costs down. But today, organizations increasingly aspire toward innovation at all stages, in order to compete and to thrive.

To enable innovation, leaders encourage a diversity of perspectives and empower employees to contribute in unconventional, 'left-field' ways; quite often, this plays out in ways that contradict the chain of command and strict discipline which characterized early management theory. For example, some companies formalize the freedom to experiment with 'left-field' ideas in programs like Google's "20% time" and Apple's "Blue Sky" program; these provide contractual 'free time' for employees to work on their own projects, which the company may later adopt and launch. (It's worth noting that this idea goes as far back as Edison, who encouraged a young Henry Ford to play around with combustion engines in his spare time while Ford worked at Edison's light bulb manufacturing plant.)

Ideas from everywhere: The new "crowd-sourced" workforce and on-call experts

Along with enabling creativity within their teams, in recent years, forward-looking organizations have become more sophisticated in harnessing participation from the public. Through social media platforms, open-source development environments and other collaborative tools, we're increasingly able to amass ideas from around the globe, and from people traditionally considered 'consumers' rather than the 'producers' of our organizations' goods and services.

This signals a profound reversal from Henry Ford's earlier efforts to gather people under one roof around a specific task; rather, as TED speaker Clay Shirky notes, we're now able to take the question or task to the people—who may not be 'employees' as we've traditionally thought of them, and who may never meet us face-to-face in our offices. Shirky predicts that in the coming decades, loosely coordinated groups will be increasingly influential and that "one arena at a time, one institution at a time" more rigidly managed organizations will move towards different and more open methods of management.

The technology that enables crowdsourced solutions also allows leaders to tap 'expert' knowledge from around the world. We have instant access to advice from thought leaders and consultants when we're overwhelmed by the array of information and the pace of innovation in today's world—but then managers must discern what's most helpful to achieve the organization's goals, filtering out what is and isn't useful. What's more, we need to be judicious about when and how we call in the experts: in her TED Talk, Noreena Hertz argues that the constant urge to defer to experts is damaging our ability to think independently and solve our own problems. Indeed, as you make your way through the talks in this TED Study, you'll need to decide for yourself what best applies to you and your team.

All work and no play: The need for balance

Today's technology enables managers and their teams to be connected to the office 24/7, if we want to be, and organizations can draw on workforces from all over the world, at short notice. This creates amazing opportunities and thorny problems for managers. For example, how should a manager interact with employees who may be scattered on several continents, working for multiple employers on several simultaneous projects?

Technology companies developed ways to manage the 'scrum' of work and organize loose networks of employees and stakeholders, in order to coordinate a wide range of activities. Outside the tech sector, these concepts are becoming increasingly central to modern management.

Even in a more standard office environment, the challenges of prioritizing and maintaining efficiency have multiplied. The stereotypical modern open-plan office with its endless meetings and distractions can make the idea of single-minded, creative problem solving seem impossible, as Jason Fried notes in his TED Talk "Why work doesn't happen at work."

It would be difficult to explore the evolution of management without also considering the evolution of work itself. How much work do we actually want to do? And how much are we able to do, before it starts to adversely affect our lives and the organizations we work for?

Striking the right balance between our professional and personal lives is becoming easier and more difficult. For example, our ability to connect to the office 24/7 provides flexibility, but it also means managers and their teams may be tempted—or expected—to put in more hours than ever before. TED speaker Nigel Marsh suggests that workers need to set and enforce their own, individual boundaries, but he doesn't let their employers off the hook: managerial (and organizational) duty of care must come into play. This is a huge societal issue, one that's measured by national governments and critical to our individual health and happiness. But it's not solely an altruistic appeal—for organizations with an eye on productivity, employee engagement and retention, it's simply smart business.

Facebook COO and TED speaker Sheryl Sandberg is particularly interested in the challenges that many women face as they advance in their professions and become wives and mothers. Although many fathers undoubtedly feel these pressures as well, Sandberg notes that by and large it's women who are dropping out of the workforce, and this means that women are all too often conspicuously absent from the top levels of governments, corporations and other organizations. Sandberg asks managers to consider what messages they're sending to the young women in their organizations, and to create ways for all people to engage fully at work so that we benefit from their diverse and valuable perspectives.

Sandberg is candid about her own struggles with work-life balance, and her example is also interesting because it touches on so many of the other issues that we've raised in this introductory essay. Facebook is a company of 7,000 employees working across 15 countries, constantly striving to meet the needs of its more than one billion users and figuring out how to harness the power of that global network. It must continuously innovate to maintain its leadership position as social media proliferate at an amazing rate. Executives like Sandberg must nurture the talent and creative thinking of team members who fuel that innovation—or risk losing them to others who may offer more appealing opportunities.

Get started

Let's begin Leading Wisely with TED speaker Itay Talgam, who uses a musical metaphor to illuminate the evolution of management and describe different leadership styles in "Lead like the great conductors".

Itay Talgam

Lead like the great conductors, relevant talks.

Simon Sinek

How great leaders inspire action.

The puzzle of motivation

Barry Schwartz

Our loss of wisdom.

Noreena Hertz

How to use experts -- and when not to.

Clay Shirky

Institutions vs. collaboration.

Sheryl Sandberg

Why we have too few women leaders.

Nigel Marsh

How to make work-life balance work.

Jason Fried

Why work doesn't happen at work.

Chip Conley

Measuring what makes life worthwhile.

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Leadership vs. Management: What’s the Difference?

• 31 Oct 2019

The terms “leadership” and “management” are often used interchangeably. While there is some overlap between the work that leaders and managers do, there are also significant differences.

In a keynote discussion at Harvard Business School Online’s annual conference, Connext , HBS Professors Nancy Koehn and Joe Fuller explored the interplay between leadership and management and shared how they define the two disciplines.

Koehn referenced the work of HBS Professor John Kotter, who she said aptly defined the “activity of leadership.”

Leadership vs Management: What's the difference?

“ Leadership , he wrote, is the creation of positive, non-incremental change, including the creation of a vision to guide that change—a strategy—the empowerment of people to make the vision happen despite obstacles, and the creation of a coalition of energy and momentum that can move that change forward,” Koehn said.

Fuller, who teaches the online course Management Essentials , relayed his thoughts on how management compares.

“ Management is getting the confused, misguided, unmotivated, and misdirected to accomplish a common purpose on a regular, recurring basis,” Fuller said. “I think the ultimate intersection between leadership and management is an appreciation for what motivates and causes individuals to behave the way they do, and the ability to draw out the best of them with a purpose in mind.”

Watch the full keynote discussion between Nancy Koehn and Joe Fuller below:

While these definitions draw parallels between the roles of leaders and managers, they also allude to some key contrasts. Here are three differences between leadership and management.

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How Is Leadership Different from Management?

1. process vs. vision.

Effective leadership is centered on a vision to guide change.

Whereas managers set out to achieve organizational goals through implementing processes, such as budgeting, organizational structuring, and staffing, leaders are more intent on thinking ahead and capitalizing on opportunities.

“I think of management as working with other people to make sure the goals an organization has articulated are executed,” says HBS Dean Nitin Nohria in an interview for the online course Management Essentials . “It’s the process of working with others to ensure the effective execution of a chosen set of goals. Leadership is about developing what the goals should be. It’s more about driving change.”

2. Organizing vs. Aligning

In the book, On Becoming a Leader , scholar Warren Bennis presents a list of key differences between managers and leaders , including:

• The manager administers; the leader innovates
• The manager maintains; the leader develops
• The manager focuses on systems and structure; the leader focuses on people

Managers pursue goals through coordinated actions and tactical processes, or tasks and activities that unfold over stages to reach a certain outcome. For example, they may implement a decision-making process when leading a critical meeting , or when devising a plan for communicating organizational change .

Leaders, on the other hand, are less focused on how to organize people to get work done and more on finding ways to align and influence them.

“Your central function in a position of leadership is to mobilize others so they can execute a set of individual and collective tasks,” says HBS Professor Anthony Mayo in the online course Leadership Principles .

By developing a personal leadership style through self-reflection and honest feedback , leaders can learn how to empower their employees and inspire them to both believe in and pursue important organizational initiatives.

3. Position vs. Quality

The title “manager” often denotes a specific role within an organization’s hierarchy, while referring to someone as a “leader” has a more fluid meaning.

“Manager is a title. It’s a role and set of responsibilities,” says leadership coach Doc Norton in Forbes . “Having the position of manager does not make you a leader. The best managers are leaders, but the two are not synonymous. Leadership is the result of action. If you act in a way that inspires, encourages, or engages others, you are a leader. It doesn't matter your title or position.”

Leadership is a quality that needs to be shaped. Through developing emotional intelligence and learning how to influence others , professionals of all levels can build greater self-awareness and understand how to bring out the best in themselves and others.

For seasoned and aspiring managers alike, possessing strong leadership skills can not only lead to better job performance , but an improved knowledge of how to influence the context and environment in which decisions get made.

Related: How to Be an Effective Leader at Any Stage of Your Career

Unleashing Your Leadership Potential

Leadership skills can be developed at any stage of your career. By understanding the characteristics of effective leaders and how leadership differs from management, you can develop techniques for coaching colleagues, delivering feedback, and overcoming specific organizational challenges.

Do you want to become a more effective leader and manager? Download our free leadership and management e-book to find out how. Also, explore our online leadership and management courses to learn how you can take charge of your professional development and accelerate your career. To find the right course for you, download the free flowchart .

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Essay on Management: Top 10 Essays

Read this essay to learn about Management. After reading this essay you will learn about:- 1. Introduction to Management 2. Characteristics of Management 3. Levels 4. Importance 5. Objectives 6. Approaches 7. Challenges.

List of Essays on Management

Essay Contents:

• Essay on the Challenges Faced by Management

Essay # 1. Introduction to Management:

Management is concerned with direction and control over the various activities and work for the attainment of the objectives laid by the administration. As per W.R. Spriegal manage­ment is an executive function, which is mainly concerned with carrying out the policies laid by the administration.

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In any organisation there is a group of persons who manage its affairs for the attainment of its objectives. Management is the primary force within the organisation which tends to lead it towards the group goals. Persons working in an organisation need some system (which may be termed as management) to direct the activities of the organisation so that resources may be effectively utilised.

It is the management which plans, organises, coordinates and controls the affairs of the organisation. It brings all the resources (men, materials, machines and money) together and motivates the persons working in the organisation for the achievement of organisational objectives.

Management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims. This applies to all organisations and all levels, and is concerned with productivity, effectiveness and efficiency by performing various managerial functions, namely planning, organising, staffing, directing, and controlling.

Success of managerial functions depend upon two basic factors, firstly technical knowledge and skills, and secondly how to deal with human beings.

Management is Science and Art:

Management is a science in the sense, that it adopts a systematic approach through knowledge acquired by continuous and vigorous efforts in the field of management science. Management is an art, as it is an application of some skills to achieve the desired results. It is an art because it utilises the talent of the people, and also because it manages the human beings.

Essay # 2. Characteristics of Management :

Following are some of the characteristics of good management:

1. To maintain discipline and to keep control over the employees of various sections.

2. To distribute work and machines among the workers in such a way so as to secure maximum output.

3. To keep co-ordination among the staff at various levels.

4. To improve efficiency, management keeps sufficient watch and strict inspection.

5. To suggest new ideas and improvements.

6. To arrange for the efficient storing and recording.

7. To make the arrangement of payments and their records etc.

8. To provide good training to staff for attaining high skill in all fields.

9. To impart the instruction timely and to provide consistent guidance.

10. By adhering to high standards of performance it must be able to provide facilities and wages to the workers and reduce the prices.

Essay # 3. Levels of Management :

The term of management have three classifications:

1. Top Level Management:

It consists of Managing Director or General Manager and other high rank officers such as Deputy General Manger etc. They are the chief-men or heads in the concern.

2. Middle Level Management:

Different departmental heads such as Purchase Officer, Production Superintendent, Chief Store Officer, and Works Manager Etc. come under middle level. They are responsible for top management on one hand and on the other hand they have to control and supervise over the lower level management staff.

3. Lower Level Management:

It consists of Foremen, Supervisors, Inspectors, Charge-men and Office Superintendent and such other staff. They are just above the operational staff and their function is to get the work done from operational staff according to the instructions of middle management based on the policies or objectives decided by the top level management.

Managerial Skills for Different Levels of Management :

Managerial skills are the skills required of a successful manager. These can be viewed from the differing emphasis placed by various management thoughts. According to management science group, he is a decision maker and should use mathematical models and computers to help in arriving at optimum decisions. Behavioural scientists emphasise on the leadership and motivational skills.

Managerial skills can be classified as follows:

1. Technical Skills:

He should have proficiency in handling methods, processes and tech­niques required for his job.

2. Conceptual Skills:

He should be able to see the entire organisation, and recognise inter-relationship among different functions and should be able to guide effectively to his subor­dinates for organisational goals. Technical skills are required more for lower level managers, while conceptual skills are more for top managements, as shown in Fig. 2.1.

Conceptual skills are decision making skills and orgnisational skills. Decision making skills is the ability of a person to take timely and accurate decisions, while organisational skill helps to select and post different people at work best suited for them.

3. Human Relation Skills:

This is the ability of the manager to work effectively with others and build cooperation in his team so as to achieve organisational goals. For this purpose, he should have communicating skills, motivating skills and leadership skills.

Essay # 4. Importance of Management :

A scientific management is most essential as it fulfills the following necessities:

1. It maintains discipline by keeping proper control over the employees of various de­partments.

2. It distributes the work and machines among the workers in such a way so as to secure maximum output.

3. It keeps co-ordination among the staff at various levels.

4. It improves efficiencies, as it keeps sufficient watch and strict inspection.

5. It suggests new ideas and improvements.

6. It arranges for the efficient storing and recording.

7. It makes arrangement for payment on scientific basis and to keep their records prop­erly.

8. It develops means of marketing and publicity.

9. It gives due importance to labour grievances and study their psychology of the pur­pose of maintaining the good human relations and for achieving the goals.

Essay # 5. Management Objectives :

Organizations are created by their members as a means for satisfying their personal objec­tives, but organizations also have objectives, other than the members’ objectives. An organiza­tion can also exist when it achieves both types of objectives, first its own and then of members. Thus organizational or management objectives give purpose and meaning of the organization.

Importance of Management Objectives:

The importance of well-defined objectives is well recognized, such as:

1. Objectives serve as reference points for the efforts of management.

2. Objectives are needed for coordinating effort.

3. For co-ordination the first step is to state the objectives, the organization desires to achieve.

4. The organization that wishes to compete effectively and grow, must continually re­new its objectives.

5. Management objectives are the ends towards which all organizational action is di­rected.

6. Management objectives define the destination of the organisation, they move forward as rapidly as they are attained.

7. Well-defined management objectives are similar to a star which can be used for navi­gation by ships and airplanes.

For the determination of the objectives of a concern, large number of complex questions is to be decided. What is to be produced and how is to be produced are very simple matters. Other questions may either be related to the internal structure of the concern.

Following are some of the factors which must be considered for establishing the company’s objectives:

1. Government rules and regulations and other government control like, taxes, restric­tions, price control etc.

2. Political atmosphere.

3. Personnel available.

4. Level of productivity.

5. Total expected demand.

Objectives of a concern are determined by Board of directors. Main object of management is to secure the maximum prosperity of the employer which means a state of highest productivity.

While for the employees it means the development of each person to his highest state of effi­ciency through proper training and taking proper work from him. Objectives determination is concerned with establishing the targets for all levels of staff.

Objectives are needed in every area where performance directly and vitally affects the sur­vival and prosperity of the business. The areas in which objectives of performance have to be set are market standing, innovation, productivity, financial and physical resources, profitabil­ity, managerial performance and attitude, public responsibility etc.

As per latest thinking objectives for the management are set in order to increase manage­rial efficiency by following logical techniques, the existing rating system, which use rating for measuring objectives such as good, better, normal, outstanding, describe manager’s personality rather than measure for his productivity. The objectives for managers use quantitative ap­proach to deal actual results than traditional rating system.

Management by objectives places great importance on defining of responsibilities and thereby establishing targets. For this purpose managerial performance is measured objectively and quantitatively by using statements of responsibility which have a very specific targets. The individual manager becomes familiar with the expectations from him by contributing to the achievement of company goals.

The objectives set for the managers are useful when the interest of both the manager and the company are taken into account. For the company, objectives should measure performance in terms of contribution to profits and other significant goods. For the managers, objectives must be such that they can be understood by the manager, and they are attainable with the authority he exercises.

Performance objective programmes must be designed in such a way that they can easily be adaptable to changing conditions.

Performance Objectives should be Realistic :

There had been a disappointment in the past because none of the techniques for perfor­mance measurement was fool-proof. For deciding performance objectives some thought should be given to the relationship between the company and manager, and the authority of manager.

Performance objective is a statement describing the conditions that will exist when a job is being done. The statement includes measure to determine clearly the extent to which the objec­tive is to be achieved. An example of an objective is “scrap loss will not be more than A per cent of the total value of the material used.”

Important aspect of performance objectives is that this should have clear relation with company goals. Some of the concepts which are of significance for the manager and company as well, and should be incorporated in the objective are savings, costs, over-heads, profits, sales etc.

Normally a rating of objectives is fixed to provide suitable coverage of manager’s responsi­bilities. To assess his overall achievements, relative values are assigned for each objective, depending upon their importance over each other. Hence if a manager has done very well in objectives having a high value but not too well in objectives of lesser importance, his assessment for overall achievement would be considered quite well.

Basic idea of performance objectives is, therefore, to provide a systematic method of mea­surement to indicate how well or how poorly each manager is doing. To know his role, a man­ager should have objectives which he and his boss understand and agree on and which the manager can relate to company goals. These objectives will provide, a manager, with the great­est satisfaction.

The performance objective also provides satisfaction to the manager’s boss. Manager’s boss also does not want uncertainty as to what his subordinates are supposed to do or how well they are doing it.

Principles for Setting Objectives :

Following are the principles for setting objectives:

1. Manager and his boss determine the objectives jointly.

2. Objectives set must be able to modify if conditions change substantially.

3. Appraisal of performance is done by comparing results attained with agreed upon objectives.

4. Results depending upon the unpredictable circumstances, which affect the ability of manager to attain any objective, may also be considered.

5. Get good coverage of the manager’s job to avoid loop-holes.

6. Objectives set should be meaningful and realistic in terms of company goals, and important results expected from manager’s job.

7. Number of objectives must be limited.

8. Objectives must focus on the job, not the man.

9. Objectives must be set at high level, so as to get better results than that achieved last year. But the level must not be so high which is impossible to achieve.

10. Objectives must be stated in a language that managers will understand.

11. Give more weightage to the most important objectives.

Some Typical Examples of Objectives :

1. Decrease the hours required for producing the item by X per cent.

2. To increase the efficiency for productive labour (ratio of actual hours to standard hours) by X per cent.

3. Overtime should not exceed X per cent of total hours.

4. More than X% of total productive hours should not be spent on rework.

5. Total scrap loss must be under X per cent of total material.

6. Items rejected must be under X per cent of total acceptable units produced.

7. Keep hours of absentee with pay below X per cent of total productive hours.

8. There will be no lost time by accident.

9. The new business of Rs. X shall be obtained in the year in the Zone ‘A’.

10. (a) Sales overheads, including sales efforts, market research, advertisement, training etc. not to exceed X per cent of the volume of new business.

(b) Increase overall sales volume by X per cent.

11. No procurement of items having more than 6 months stock on hand.

12. Increase production of A’ units by X per cent.

13. Find dependable, stable and economical sources of raw material.

14. Increase production of export quality and promote sales in foreign market by X per cent.

15. Reduce operating cost by X per cent, through mechanisation of operations.

Minimum number of objectives must be set :

A good performance objective programme for managers must include minimum number of objectives but with more specific targets. This makes the programme easy to administer, easy for the manager to have a better grasp over the objectives, and eliminate the vagueness and unreality.

Types of Objectives:

There are many ways to categories performance objectives, but most meaningful and useful categories which can be made are:

(i) Direct objectives, and

(ii) Indirect objectives.

1. Direct objectives:

These are those objectives which pertain to tasks in which perfor­mance can be measured directly and quantitatively. These are measured in terms of results. Manager’s performance in respect of quality and quantity of output, which can be measured directly are dealt in this category. Examples of this category ire reduction of cost, improvement in sales and profits, increase in turnover.

2. Indirect objectives:

These objectives pertain to the characteristics of the manager him­self. These are related to his technical or administrative skills, his personal traits and behaviour. Indirect objectives include his attitudes, his motivation, his leadership qualities, his health and his stamina.

These are the qualities which are not possible to measure although they are of importance while setting of objectives for complete measurement of manager’s objectives. These indirect objectives are graded in terms of objective rating system, rather than measuring in terms of results.

For complete coverage of managerial objectives generally a balance between direct and indirect objectives is taken.

As already explained, direct objectives measure results, while indirect objectives measure managerial skills required for discharging his duties.

Following are some of the indirect objec­tives regarding managerial abilities:

Managerial Abilities:

Some of the important and frequently used indirect objectives about managerial abilities are:

(i) Leadership ability

(ii) Integrity

(iii) Technical skill

(iv) Administrative ability

(v) Intelligence

(vi) Initiative

(vii) Resourcefulness

(viii) Judgment

(ix) Ability to organise

(x) Tactfulness

(xi) Ability to organise

(xii) Physical health and stamina

(xiii) Ability to develop other man and motivate subordinates

(xiv) Spirit of co-operation

(xv) Ability to plan, and 

(xvi) Reliability.

How to Measure Indirect Objectives :

Till recently rating system was used to measure these indirect objectives. In the rating system these objectives are rated in terms of excellent, very good, good, average, poor, very poor etc. Now-a-days the technique of measurement for these indirect objectives is based on a numerical scale. In this technique a value of 100 is assigned for excellent performance of that ability.

This excellent performance is defined clearly in words as performance objective and agreed to by the manager and his boss. When the 100 point level of performance is clearly defined, there is no difficulty in driving a series of definitions for several other levels of work above and below excellent. The values are then assigned with reference to this value of 100 point for the defined excellent performance.

Value Objectives :

The values are assigned to each objective on the basis of the importance of the related company goals, the degree of difficulty of achieving the various objectives. This method is a refinement of the performance objectives and is a new approach. Thus this is a method of modifying, adjusting and updating objectives by reviewing or revising the objectives quarterly or monthly.

The annual objectives retain their importance as a guideline, but relative values of these objectives may be changed during monthly or quarterly review from the point of view of relative importance. This helps the boss to communicate his manager as to what degree of efforts should be made for each objective.

In the value objectives methods, the boss and manager jointly determine and assigns the value for each target, considering the relative importance of each objective for the entire year. Thereafter every month or every quarter the boss and the manager jointly determine if the values previously decided are appropriate, otherwise if felt necessary the values are changed but the total of values for all the objectives, must always be equal to 100.

Harmony of Objectives :

Harmony of objectives means to harmonise the ‘primary and ‘collateral’ objectives. Man­agement is to put this theory into practice for attaining two goals. Primary objectives are the producing and selling of products or services, thus these are in the interest of the business. While collateral objectives are the financial rewards and job satisfaction for the individuals.

These two types of objectives must have positive link e.g., status of individual, satisfaction in the work performed, pride in belonging to a particular concern, feeling of justice from the management, are all cases of harmonisation of objectives. Thus each manager is required to understand the requirements of each individual and the group as a whole.

Harmony of objectives reconciles the objectives of the business and those of the employees, so that they both aim for a common goal. Thus it inspires the persons to work hard. For know­ing the individual objectives, it is essential to understand their basic needs from psychological aspects.

These basic needs are following:

1. Physiological Needs:

These are the necessities of food, cloth and shelter. These needs must be fulfilled so as to keep worker worry-less. Worker also desires a guarantee that these needs will also be met in future.

2. Safety Needs:

An employee also wants security for his job and protection against dan­ger and threat.

3. Social Needs:

Main social desires of a man are reputation, confidence, appreciation, status, independence and strength. These needs can be recognised by providing the participa­tion of employees in the organisation.

4. Self-realisation Needs:

Man desires that he should be put to such job for which he is fit. A person will not remain happy on the post which is lower than that for which he is suited.

Factors for the Achievement of Harmony of Objectives :

Following are some of the important factors which affect the harmonisation of objectives:

1. Leadership:

For the harmonisation of objectives, a manager and a foreman must have all the properties of a good leader, i.e. intelligence, good technical knowledge, managerial skills, maturity, loyalty and drive. A manager, who is very successful in the plant having no union, may find himself in difficulty in the plant having one or more unions. To overcome these difficulties, he must possess the properties of a good leader.

2. Sound Organisation:

Workers who are working together tend to form their own groups and it leads to the formation of variety of relationships. It is very essential to recognise this informal relationship as well as the formal organisation. Therefore, a manager or a for man must learn this informal relationship for effective management and he has to take the two together and harmonise them to work for the common goal.

For knowing informal relation it is necessary to recognise the unofficial leader (as official leaders are managers or foreman), who commands the labour. A good communication system helps in understanding the views and attitude of each other.

Essay # 6. Approaches to Management:

(a) functional approach to management:.

Henry Fayol (1841-1925) :

Henry Fayol, a French industrialist and Manager, was one of the first writers who devel­oped his theory of management. He is regarded as the Father of modern management theory, because he was the first who suggested the functions of management. These functions have been recognised as the main tasks of manager in modern management theories.

Management thoughts of Fayol can be classified into following three categories:

1. Functions of Management :

(i) Forecasting:

As soon as an idea comes in the mind for manufacturing, and attempt is made to assess possible quantities, price etc. Forecasting is concerned with the estimation of quantities, the sales forecast, cost, finance problems, capital expendi­ture, profit or loss alternatives available and planning is started.

(ii) Planning:

Planning means “thinking before doing”. Before actual work is started, it is decided that, what is to be produced, how much is to be produced, how to be pro­duced, when to be produced and who are to produce it, etc. The planning should aim at eliminating the wastage of material, idleness of men, machinery and capital.

(iii) Organizing:

When complete planning is done, next step is to arrange the men, money and material, for actual execution of manufacture.

(iv) Directing:

It means the system of directing the plan to operation. The person who directs must have dynamic leadership and must guide the subordinates. The instruc­tions must be simple, clear, complete and as far as possible in writing.

(v) Motivating:

Suppose a person is a highly capable, physically strong and technically qualified, but if he is not willing to work hard his output will be much less. So the function of the motivating is to find out the motives of work in a man and then he should be encouraged to do work by keeping his moral high.

(vi) Coordinating:

In an enterprise, there may be large number of workers, all engaged with the object of producing particular product. This is the task of co-ordination to integrate and harmonise them to achieve a common object.

(vii) Controlling:

It is the function of the management to see that other functions are being done perfectly alright. Controlling means to watch actual performance with the plans and to point out defective work, to rectify them and to prevent recurrence. Some of the controls are Quality Control, Cost Control, Material Control and Production Control etc.

(viii) Communication:

This function transmits the information and instructions to all concerned parties, i.e., to employees, customers, suppliers, shareholders and to gen­eral public. Without this there are chances of mistrust, fears etc. and therefore man­agement must stress on better communication system.

Communication must include the acceptance of good ideas coming from the persons who are direct in touch with practical use. Therefore, for sound communication, joint consultations and works committees must be formed for free exchange of views.

(ix) Leadership:

All the managers are supposed to have the quality of leadership as they are leaders of concern.

(x) Decision Making:

As managers are required to take decisions very frequently, and the efficiency of the concern, loss or profit etc. are affected by these decisions, great amount of attention is required to be paid to this function.

2. Principles of Management :

Fayol, the founder of the movement for better organisation, in 1916 gave the following principles of management:

(i) Division of Work:

It promotes efficiency, because it permits the work to be executed in limited space or area. Division of work permits all the work to be performed more effectively.

(ii) Authority and Responsibility:

Authority and responsibility always go together. Authority means “right to act, decide and command”. Hence whenever a task is as­signed to a manager, he must be given sufficient powers (i.e. authority) to exercise control to achieve the task.

Responsibility is the obligations of a subordinate for the performance of any job allotted by the superior.

(iii) Discipline:

It means obedience, application, energy and respect. There are many examples that poor performance is due to the lack of these four mentioned factors or say discipline.

(iv) Unity of Command:

A subordinate should take orders from only one superior. If not, then according to Fayol authority is undetermined, discipline is in jeopardy, or­ders disturbed and stability threatened.

(v) Unity of Direction:

According to Fayol, each management objective should have only one plan.

(vi) Subordination of Individual Interest to General Interest:

This means that the interest of the organisation is important over the interests of individual.

(vii) Remuneration of Personnel:

Payment to workers should be fair, and some proper method should be adopted.

(viii) Centralisation:

According to this principle, there should be one central point in the organisation which has power to control overall work.

(ix) Equity:

Kindness and justice on the part of management to create loyalty and devo­tion among employees.

(x) Stability:

Efficiency can be achieved by having stable work force.

(xi) Initiative:

To have success, plans should be well made before starting the actual work.

3. Activities of Managers :

Concept developed by Fayol in General and Industrial Management is identified into following six activities. Managers must have ability to perform these activities well to give good results.

(i) Managerial:

Managerial activity means to follow management functions like, plan­ning, organising, commanding, co­ordinating and controlling etc.

(ii) Technical:

Technical know-how and pro­duction work.

(iii) Commercial:

Buying, selling and ex­change functions.

(iv) Financial:

Utilisation of capital in an op­timum way.

(v) Security:

Property and interests of the organisation must be secured.

(vi) Accounting:

To keep accounts properly so as to determine financial position of the organisation.

(B) Scientific Management Approach:

a. Frederick Winslow Taylor (1856-1912) :

F.W. Taylor is a most significant figure in the his­tory of management thoughts. He is known as founder of “Scientific management”. He reformed the management through a thoughtful and systematic approach to its problems. Taylor found that much of waste (man, long time, energy, efficiency etc.) is due to the lack of order and system in the management.

He emphasized that usually management was ignorant about the amount of work performed by a worker in a day, and also about the best way of doing the job. Hence it remained at the mercy of the workers. Taylor, therefore, suggested that management should adopt scientific methods for achieving higher efficiency.

Some significant achievements of Taylor are listed below:

1. Work Study:

This is a work measurement and work improvement technique. Taylor scientifically conducted Time and Motion Studies, Method Study and Fatigue Studies. Work study is used to determine the standard time that a qualified worker should take to perform the operation when working at a normal pace. Work study also determines the best method of performing each operation and to eliminate wastage so that production increases with less fatigue.

2. Standardisation of tools and equipment or workman and working conditions :

Taylor carried out several experiments, out of which following is the famous shoveling experi­ment of Taylor:

In 1898, at the works of the Bethlehem Steel Corporation, Taylor gave his attention to the best size of shovel for different types of materials. After several experiments he selected 21½ lb as being the optimum shovel load and then he designed shovel of such a size sufficient to hold this quantity of material. He designed small shovel for heavier material and larger shovel for lighter materials so that each man can lift 21½ lb of material so as to achieve maximum output.

3. Incentive Scheme:

The Taylor differential Piece Rate scheme provides an incentive for a worker to achieve high level of optimum output.

4. Principles of Management:

Taylor introduced the idea of functional management. He recommended that greater productivity and improved efficiency is possible through the use of specialised knowledge and skill.

5. Application of Scientific methods:

Taylor introduced the scientific method in man­agement to solve various problems. He observed, recorded the facts, applied knowledge and avoided mistakes, and thus was able to solve problems. Thus he was able to apply his thought to improve the efficiency of workers and increased productivity, and higher wages were also possible for workers.

b. Frank B. Gilbreth and Lilian M. Gilbreth :

Frank Bunker Gilbreth (1868-1924) did work with his wife Lilian M. Gilbreth (1878-1972) regarding modern management. Frank B. Gilbreth started his carrier from the apprenticeship as a bricklayer and rose to the position of having his own contracting business. His wife Lilian was a trained psychologist. She helped Mr. Gilbreth in the matters related to the fatigue and monotony.

Some of the important works of Gilbreth are:

1. Development of Motion Study:

Gilbreth did development of motion study part of the work study. His thought was to find “one best way of doing a work”.

2. Development of New Techniques:

They invented several techniques, out of which following are important:

(a) Micromotion Study:

Motions are taken on picture films with the help of picture cam­era, which helps in measuring the time of a motion up to 0.0005 min. This procedure of motion study is known as Micromotion Study.

(b) Therbligs:

For the purpose of recording motions, he split up different motions of a process into fundamental events made by various members of human body and each event was allotted a symbol and letter abbreviation. These, 17 therbligs are: Search, Hold, Select, Grasp, Release, Load, Transport loaded, Transport empty, Posi­tion, Preposition, Assemble, Disassemble, Use, Inspect, Avoidable delay, Unavoid­able delay, Rest to overcome fatigue, Plan.

(c) Cronocycle graph:

This is an improvement over cycle-graph. Cyclegraph and cronocyclegraph both invented by Gilbreth, are explained as under.

A small electric bulb is attached to the finger, hand or other part of the body of the operator, and it is photographed to record the path of motion. With a still camera, the path of light so photographed is called cyclegraph.

If an interrupter is placed in the electric circuit with the bulb and the light is flashed quickly and off slowly, then the path of bulb shall appear as a dotted line with pear- shaped dots indicating the direction of motions. The space between the dots will be according to the speed of the hand or finger. The number of dots will give the time taken by that motion. Such a record is called chronocyclegraph.

(d) Study of fatigue:

Gilbreth suggested that fatigue can be reduced by allowing rest periods, planning seating arrangements and working conditions.

c. Henry Gantt (1861—1919) :

Gantt made many improvements in production planning and control. He is mainly remem­bered for the production control chart, known as Gantt chart or Bar chart. Gantt also suggested an incentive scheme. 

(C) Human Relations Approach :

a. Robert Owen (1771 —1858) :

Robert Owen played an important role in the field of Personnel Management. He being a social reformer helped in the development of the management thoughts. He emphasized that good results can be obtained through “positive motivation”. Positive Motivation means that employees should be given a fair treatment and they should also feel that they are being given fair treatment. Owen is mainly responsible for getting Factory Act introduced for the first time in 1891.

b. Elton Mayo (1880—1949) :

Elton Mayo, the director of Hawthrone studies is considered as the father of the human relations management thought. Mayo headed a team of researchers from the Harvard Univer­sity, who conducted experiments at the Hawthrone plant of the Western Electric Company, between 1927 to 1936. He recognised that emotional factors are more important in determining production efficiency.

Mayo was of the opinion that the increase in productivity is due to the combination of several factors such as giving autonomy to workers, cooperation between work­ers and management, opportunity to be heard, participation in decision-making etc. Mayo also recognised that role of work arrangements for the satisfaction of the employees.

c. Mary Parker Follet (1868-1933) :

Mary Parker Follet, an American philosopher, had her approach to the study, of manage­ment essentially psychological.

Her main contributions are:

1. Mary Follet rejected the remedies during conflict through:

(i) Domination and

(ii) Compromise, on the plea that domination leaves the feeling of having been domi­nated and compromise gives a feeling of loss and surrender to both sides. She was for the integration of desires of both the sides as a solution during conflict since this gives a more stable solution to problem of conflict.

2. She was of the view that for achieving good results, various parts of the organisation should be well coordinated and closely knitted so that they work as a single entity. She also pleaded for integrating the interests of the workers, investors and consum­ers. She pleaded for the application of scientific methods to the solution of personnel problems.

Essay # 7. Challenges Faced by Management:

(i) changes in social environment:.

Social factors which will shape future management strategies are as follows:

(a) Population Explosion:

Population is increasing rapidly. Increasing population will require new jobs, new methods of production and distribution and new modes of living. The population mix will also change. There will be an increase in the proportion of older people due to increase in the average life span.

(b) Education Level:

The governments of various countries are taking steps to eradicate illiteracy and to increase the education level of their citizens. Educated consumers and workers will create very tough tasks for the future managers.

(c) Leisure Time:

People will have more leisure time because of reduced working hours, increased automation and quick means of transport and communication. The effects of this trend are many and varied. For some people, more leisure time means higher spending in pursuits of leisure which is leading to the growth of tourism and entertainment industries. For others, it means an opportunity for earning more by doing some part-time jobs.

(d) Public Opinion:

Public opinion about business will shape the attitudes of future managers. If the people have distrust in the market system, they will prefer government controls to green competition. The public opinion is going to be very complex because of changes in values of society, increased international competition, increased government interference in business, rise of consumerism, use of industrial robots, etc.

(ii) Changes in Economic Environment:

The degree of resource exploitation will have a direct bearing on the economic environment and through this on the business. As is obvious from the present trends, environment will not remain confined to land only, but would extend to oceans and space also.

In the future, oceans will be developed via farming and mining operations; and space flights and missions will concentrate on studying causes of changes in atmospheric conditions and finding reserves of natural resources on land and water.

Business competition will no longer be restricted to national boundaries. It will become international because of growth of multinational corporations. Big organisations will continue growing through diversifications and takeovers. Despite growth of giant corporations, opportunities for small business will not be reduced.

Small firms will be needed to serve as feeder to large ones and to supply non- standardised goods. All these will increase the complexity of decisions in the future. Public sector will play a key role in most of the economies to safeguard the interests of the consumers. They will also compete with private sector in many areas and will run on commercial principles.

The increasing degree of industrialisation will require more managers, skilled personnel and technocrats.

(iii) Changes in Technological Environment:

Technological changes will affect management in the future. In future, all big organisations will be actively engaged in technological forecasting. Automation and information technology will assume new proportions.

(a) Automation:

Automation has created new problems. Jobs have become reutilized and unchallenging. Introduction of industrial robots has created a feeling of job insecurity among workers. Once industrial robots take over from workers, the primary task of the worker would be to set up production runs, to programme the robots and to run them under computer control. Thus, future organisations will have highly automated man-machine systems.

(b) Information Technology:

There will be remarkable impact of computerised information systems on management:

(i) There will be use of electronic equipment to collect and process data,

(ii) Computers will help applications of quantitative techniques to management problems,

(iii) There will be simulation of higher order thinking through computer programmes.

Thus, improved and innovative use of information technology would be an essential factor in future management. “In view of the fact that information technology will challenge many long-established practices and doctrines, we will need to rethink some of the attitudes and values which we have taken for granted. In particular, we may have to reappraise our traditional notions about the worth of the individual as opposed to the organisation and about the mobility rights of young men on the make. This kind of inquiry may be painfully difficult, but will be increasingly necessary.”

It may be noted that technological changes are not an independent force. They overlap the social changes and affect the organisational relationships. For instance, improved technology would reduce total employment which will create social reactions.

(iv) Changes in Political Environment :

There will be greater Government’s interference in business to safeguard the interests of workers, consumers and the public at large. Government’s participation will also pose many challenges before management.

The Government may restrict the scope of private sector in certain areas. It does not mean chances of co-operation between the Government and private sector are ruled out. In fact, there will be more and more joint sector enterprises.

The fear of nationalisation of the mismanaged units will continue. Financial institutions will not be silent spectators; they will take active part in the policy formulation of the firms whom they have advanced funds.

(v) Changes in International Environment:

Multilateral trade among the nations will increase. The role of IMF, World Bank and other international institutions will change and a new economic order will take place leading to globalisation of economies. The number of multinational corporations will increase which will draw nations closer together and make them interdependent.

The internationalisation of organisations will continue for the following reasons:

(a) Transfer of technical know-how;

(b) Resources advantages (labour and raw material); and

(c) Fast communication and transport systems.

Management of subsidiaries of such corporations in different countries will be difficult because of differences in cultural patterns.

Future managers will have to be more skillful in the transfer of management know-how to different countries.

Related Articles:

• Essay on Manpower Planning: Top 5 Essays | Process | Personnel Management
• Essay on Scientific Management: Top 5 Essays
• Essay on Productivity: Top 6 Essays | Industry | Production Management
• Essay on Management Development

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• Writing Guides

How To Write Essay on Management?

Contrary to the common stereotypical belief that management is a skill that is needed by leaders only, everyone is in need of it. Management concepts such as organizing, coordinating, and planning are essential within the confines of an organization. It is hence fitting for all employees to equip themselves with management skills regardless of the position they holds. In theory, management skills might seem easy and management students are often at the fault for thinking that they can use books to master the different concepts involved. However, as a skill, management is developed outside the confines of a classroom and often requires numerous practical scenarios for one to comprehend its importance. Interpersonal relations, goal-setting, as well as achievement of common goals and targets, are all dependent on management. It is thus an important ingredient when talking about success and high-profit margins.

Table of Contents

Content of this article

• How to write essay on management?
• Introduction
• Body paragraphs
• Tips on introduction writing
• Tips on body paragraphs writing
• Tips on conclusion writing
• Sources for essay choice
• Finalizing essay
• Example of writing

1. How to write an essay on management?

Management essay writing is a key test that instructors use to assess their students. However, unlike other tests and essays, management essays seek to determine whether students are conversant with some of the concepts and practical skills within the management course. Management papers seek more than just how much students can remember and calls for critical thinking. They seek to test how much information students can execute or apply when faced with different management issues. Many college essays often test students’ capability to discern what the instructor is asking of them and then apply the standard methods to answer. Conversely, management papers do ask of these things but also tend to go further and seek to understand a student’s application skills as well as their ability to execute practically what they learned in theory. An essay on management can be difficult to handle if a student is used to straightforward questions and book-like answers. Memorization is important when learning but when one is handling papers on management, memorization, as well as deep comprehension of concepts, is essential.

2. Management essay structure

2.1 outline.

All essays are structured and thus need a format to act as a guide to writers. Management essays use the standard essay format, that is, they have an introduction with a thesis statement, a body that has supporting arguments, and finally, a conclusion that reiterates the writer’s stance or argument. Structuring a management essay outline is thus a simple task, and that needs to be adhered to at all times. If an essay lacks one of the above parts, it is hence termed incomplete, and a student can get penalized or be asked to redo the work.

Below is an example of a universal outline for a management essay that can be of help to students:

2.1.1 Introduction

• Introduce the topic selected or understudy.
•  A brief discussion of the topic.
• The article’s main argument or thesis statement declares the writer’s stance.
• Discussion of the first argument.
• Supporting argument or statement or example.

2.1.3 Conclusion

• Reiteration of the thesis argument or statement.
• A summary of the main arguments.

3. Tips on writing

3.1 introductory paragraph.

Writing an introduction for a management essay can be a problem for some students. The above is especially true for students who are used to memorizing answers and never consider the option of gaining a deeper comprehension of the concepts being taught. The basic tips for writing a management essay begin with the introduction. How one starts the essay says a lot about their mastery of the language and the extent of the imagination. It is hence essential to have a good introduction that will entice the readers.

In the introduction, a writer is expected to provide a brief overview of the topic at hand. Regardless of the topic chosen, the writer is expected to either develop an argument and support it or provide knowledge on some concepts that are prevalent in society. Readers lose interest fast and it is thus essential to outline the paper’s main argument in the introduction. An introduction should help arouse a reader’s interest and ensure that they are fascinated enough to want to read the whole essay.

3.2 Body Paragraphs

The body paragraphs of a management essay support the writer’s argument or provide more information on the knowledge being discussed. Like other essays, management essay paragraphs often have five to six sentences while the number of paragraphs included is dependent on the task assigned. A look at many management writing guides will reveal that each paragraph often has its point or argument. Topic sentences are indeed essential here, and each needs to stand out and have supporting sentences that reinforce its main point. The use of transition words is also encouraged, but writers need to be wary of the number they include in their essays.

3.3 Concluding Paragraph

How conclude a management essay is not as hard as starting. Like all other essays, the conclusion restates the thesis statement and the main arguments. Therefore, a management essay conclusion should not be a problem, but all the above is dependent on how much research one did. While some of the parts discussed might seem easy when reading the tips, if thorough research is not done on a topic, the result will indeed be disastrous.

4. Sources for Essay Choice

Online sources where students can find good essays exist but it is essential to enquire about the reliability of the sources first. Apart from the online sources, one can also analyze the various management issues in society today and easily get an essay. Examples of some sources include:

–    http://openvocabs.org/top-five-interesting-management-essay-research-paper-topics

5. Finalizing Essay

When reviewing the tips for management essay writing, two things will always emerge. They include essay revision and proofreading. Once the writer is through with their essay, it is important first to give it to close friends or family members who can help one to identify some of the mistakes and misconceptions within the paper. Essay revision is of the essence and helps writers to submit essays that are factual and free of obvious mistakes. Proofreading is also as important as revision, and it mainly helps one to avoid some obvious grammatical errors. Everyone makes mistakes, and once the essay is complete, there will certainly be one or two punctuation, sentence structure, or grammar mistakes. Submitting an essay with such mistakes will unquestionably lead to a poor grade. It is, therefore, necessary to proofread an essay before submitting it and ensure that it is free of obvious and trivial mistakes.

Bonus. Management essay example

• USF Research
• USF Libraries

Digital Commons @ USF > Muma College of Business > Management > Theses and Dissertations

Management and Organization Theses and Dissertations

Theses/dissertations from 2023 2023.

For Love or Money: Investor Motivations in Equity-Based Crowdfunding , Jason C. Cherubini

The Great Resignation: An Exploration of Strategies to Combat School Bus Driver Shortages in the Post-COVID-19 Era , James E. Cole Jr.

An Empirical Analysis of Sentiment and Confidence Regarding Interest Rates in Disclosures of Public Firms in the U.S. Fintech Sector , James J. Farley

Motivations for Planning: Uncovering the Inhibitors to the Adoption of Comprehensive Financial Planning for Business Owners , Daniel R. Gilham

An Examination of Reward-Based Crowdfunding Performance and Success , Matthew Alan Grace

All Quiet on The Digital Front: The Unseen Psychological Impacts on Cybersecurity First Responders , Tammie R. Hollis

Commitment to Change Dimensions: The Influence of Innovative Work Behavior and Organizational Environments , Michael Holmes

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Theses/Dissertations from 2022 2022

Building a Mentor-Mentee Maturity Model , Leroy A. Alexander

Do Auditors Respond to Changes in Clients’ Analyst Coverage? Evidence from a Natural Experiment , Mohammad Alkhamees

Designing a Messaging Strategy to Improve Information Security Policy Compliance , Federico Giovannetti

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Deceptive Appeals and Cognitive Influences Used in Fraudulent Scheme Sales Pitches , Rafael J. Toledo

Using Online Reviews to Identify How Hotels Can Satisfy Travelers With Pets While Making Money , Sonia Weinhaus

Theses/Dissertations from 2021 2021

The IS Social Continuance Model: Using Conversational Agents to Support Co-creation , Naif Alawi

The Use of Data Analytic Visualizations to Inform the Audit Risk Assessment: The Impact of Initial Visualization Form and Documentation Focus , Rebecca N. Baaske (Becca)

Identification of Entrepreneurial Competencies in I-Corps Site Teams at the University of South Florida , Mark A. Giddarie

Understanding Nonprofit Boards: An Exploratory Study of the Governance Practices of Regional Nonprofits , Susan Ryan Goodman

Strengthening the Entrepreneurial Support Community , Andrew J. Hafer

Who to Choose? Rating Broker Best Practices in the Medicare Advantage Industry , Darwin R. Hale

Bridging the Innovatino Gap at SOCOM , Gregory J. Ingram

Improving Environmental Protection: One Imagined Touch at a Time , Luke Ingalls Liska

Residential Curbside Recycle Context Analysis , Ntchanang Mpafe

Fighting Mass Diffusion of Fake News on Social Media , Abdallah Musmar

Managing Incomplete Data in the Patient Discharge Summary to Support Correct Hospital Reimbursements , Fadi Naser Eddin

GAO Bid Protests by Small Business: Analysis of Perceived and Reported Outcomes in Federal Contracting , David M. Snyder

Engagement and Meaningfulness as Determinants of Employee Retention: A Longitudinal Case Study , Calvin Williams

Public Budgeting as Moral Dilemma , Ben Wroblewski

Theses/Dissertations from 2020 2020

Improving Engagement: The Moderating Effect of Leadership Style on the Relationship Between Psychological Capital and Employee Engagement , Scott Beatrice

Physician Self-Efficacy and Risk-Taking Attitudes as Determinants of Upcoding and Downcoding Errors: An Empirical Investigation , Samantha J. Champagnie

Digital Identity: A Human-Centered Risk Awareness Study , Toufic N. Chebib

Clarifying the Relationship of Design Thinking to the Military Decision-Making Process , Thomas S. Fisher

Essays on the Disposition Effect , Matthew Henriksson

Analysis of Malicious Behavior on Social Media Platforms Using Agent-Based Modeling , Agnieszka Anna Onuchowska

Who Rises to the Top: An Investigation of the Essential Skills Necessary for Partners of Non-Big 4 Public Accounting Firms , Amanda K. Thompson-Abbott

Theses/Dissertations from 2019 2019

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Management: short essay on management.

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Management: Short Essay on Management!

Management, unlike other subjects such as economics, philosophy, political science is of a recent origin and hence, a relatively new subject. Being an evolving concept (George 1972), it is still in its developing stage. So far as the meaning of management is concerned, like other socio-economic terms, it has also been defined differently by different authorities.

As a result, there is no single definition on the term but many. We do not have unified views on what management is precisely. The following are a few of the important definitions of the term ‘management’. Mary Parker Follett views, “Management is the art of getting things done through people (Follett 1941).”

According to Henri Fayol (1949) who is considered the father of principles of administrative management, “To manage is to forecast, to plan, to organize, to command, to co-ordinate, and to control.”

In the opinion of Fredrick Winslow Taylor (1947), “Management is knowing exactly what you want men to do and then seeing that they do it in the best and cheapest way.”

According to George R. Terry (1953), “Management is a distinct process consisting of planning, organizing, actuating, and controlling performance to determine and accomplish the objectives by the use of people and resources.”

Peter F. Drucker opines, “Management is a multi-purpose organ that manages business, manages manager and manages workers and work (Drucker 1970).”

Having gone through the above definitions of management, now it can be simply defined as management is getting things done along with others/ subordinates. In other words, it is a process of various functions like planning, organizing, leading, and controlling the business operations in such a manner as to achieve the objectives set by the business firm. It consists of all activities beginning from business planning to its actual survival.

Characteristics of Management :

The salient characteristics of management that flow from above definitions are:

1. Management is a purposeful activity.

2. It is getting things done through and with others in a desired manner.

3. It concerns with the efforts of people working in the enterprise.

4. It relates to decision-making.

5. It is a process consisting of various functions such as planning, organizing, leading, and controlling.

6. Management is both the science and art. It is science because it has developed certain principles and laws. At the same time, it is an art also because it is concerned with the application of knowledge or principles for the solutions of the organizational problems.

7. It is a fast developing profession.

8. It deals with decision and control of business activities.

9. Management as an evolving concept is dynamic in nature which adapts itself to changing business conditions.

Related Articles:

• Human Resource Management: Definitions and Features of Human Resources Management
• Essay on Management as a Science and an Art

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Management Essay Example Directory with Free Sample Papers You Should Take a Look At

The idea of writing an essay on management sounds intimidating and might even cast a shadow over students' confidence in their academic skills. However, sooner or later, you would understand that learning to write persuasively and coherently is a must, and you can't get away from it. To help you build up the necessary skills and practice in writing, we've created this ever-enriching database of college paper samples that demonstrate how an A-level essay should look like. Choose the most suitable management essay sample, use it as a model and just go the path of a typical paper: decide on the topic, structure the outline, write a draft, and then polish it. In turn, our examples will help you pick up necessary language devices and writing techniques.

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Home — Essay Samples — Business — Management — Time Management

Essays on Time Management

Time management essay topic examples, argumentative essays.

Argumentative time management essays require you to present and defend a viewpoint or approach to time management. Consider these topic examples:

• 1. Argue whether multitasking is an effective time management strategy or a productivity myth.
• 2. Defend your perspective on the importance of setting clear priorities in time management.

Example Introduction Paragraph for an Argumentative Time Management Essay: Time management is the cornerstone of productivity and success. In this essay, I will argue that multitasking, often seen as a time-saving strategy, may, in fact, hinder productivity and the quality of work. We will explore the complexities of managing tasks efficiently.

Example Conclusion Paragraph for an Argumentative Time Management Essay: In conclusion, the argument against multitasking underscores the importance of focusing on one task at a time to maximize productivity. As we reflect on our own time management practices, we are challenged to reassess our priorities and strategies for success.

Compare and Contrast Essays

Compare and contrast time management essays involve analyzing the differences and similarities between various time management techniques or approaches. Consider these topics:

• 1. Compare and contrast the time management habits of successful entrepreneurs and students.
• 2. Analyze the differences and similarities between traditional time management tools and modern digital apps.

Example Introduction Paragraph for a Compare and Contrast Time Management Essay: Time management techniques vary widely, from the strategies of successful entrepreneurs to those of students striving for academic excellence. In this essay, we will compare and contrast these diverse approaches, shedding light on their effectiveness and adaptability.

Example Conclusion Paragraph for a Compare and Contrast Time Management Essay: In conclusion, the comparison and contrast of time management techniques reveal the adaptability and flexibility required to effectively manage time in different contexts. As we explore these strategies, we are encouraged to adopt a holistic approach to time management.

Descriptive Essays

Descriptive time management essays allow you to vividly depict the processes, challenges, or benefits of effective time management. Here are some topic ideas:

• 1. Describe a day in the life of a highly organized and time-efficient individual, highlighting their routines and practices.
• 2. Paint a detailed portrait of the impact of procrastination on academic performance, focusing on the challenges faced by students.

Example Introduction Paragraph for a Descriptive Time Management Essay: Effective time management is often associated with well-organized individuals who follow structured routines. In this essay, I will immerse you in the daily life of a highly organized person, shedding light on their time management practices and the benefits they reap.

Example Conclusion Paragraph for a Descriptive Time Management Essay: In conclusion, the descriptive exploration of a highly organized individual's daily life underscores the positive impact of effective time management. As we reflect on these practices, we are inspired to implement strategies that enhance our own time management skills.

Persuasive Essays

Persuasive time management essays involve convincing your audience of the benefits of a specific time management strategy or the importance of time management in achieving personal and academic goals. Consider these persuasive topics:

• 1. Persuade your readers to adopt the Pomodoro Technique as an effective time management method for increased productivity.
• 2. Argue for the inclusion of time management courses as a mandatory part of college curricula to enhance students' academic success.

Example Introduction Paragraph for a Persuasive Time Management Essay: Time management strategies can significantly impact our productivity and well-being. In this persuasive essay, I will present a compelling case for the adoption of the Pomodoro Technique as a highly effective method to maximize focus and productivity during study or work sessions.

Example Conclusion Paragraph for a Persuasive Time Management Essay: In conclusion, the persuasive argument for the Pomodoro Technique highlights its potential to revolutionize our time management practices. As we consider its benefits, we are encouraged to explore innovative approaches to optimizing our time and achieving our goals.

Narrative Essays

Narrative time management essays allow you to share personal stories or experiences related to time management challenges and successes. Explore these narrative essay topics:

• 1. Narrate a personal experience where effective time management played a pivotal role in achieving a challenging goal.
• 2. Share a story of overcoming procrastination and its impact on your academic performance.

Example Introduction Paragraph for a Narrative Time Management Essay: Time management is a skill we all grapple with, often through personal experiences. In this narrative essay, I will take you on a journey through a pivotal moment in my life when effective time management became the key to achieving a challenging goal. This narrative highlights the transformative power of time management.

Example Conclusion Paragraph for a Narrative Time Management Essay: In conclusion, the narrative of my personal journey toward effective time management underscores the importance of this skill in achieving our aspirations. As we reflect on our own experiences, we are reminded of the immense potential within us to master time management and reach our goals.

Time Management: Benefits, Strategies, and Implementation

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The Concept of Time: Time Management and Its Importance

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Time Management and Its Importance

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Effective time management involves the deliberate organization and utilization of time to enhance productivity, efficiency, and effectiveness in completing various tasks and activities. It encompasses the process of planning, prioritizing, and allocating time to specific endeavors, enabling individuals to make the most out of their available time resources.

The concept of time management has roots in ancient civilizations where societies recognized the significance of organizing and prioritizing tasks within the limitations of time. However, the modern concept of time management emerged in the 20th century with the rise of industrialization and increased focus on efficiency and productivity. Frederick Winslow Taylor, an influential figure in the field of management, introduced scientific management principles in the early 1900s, emphasizing the need for systematic approaches to increase productivity. This laid the foundation for time management as a structured discipline. In the 1950s and 1960s, time management techniques gained further popularity with the publication of books like "The Time Trap" by Alec Mackenzie and "How to Get Control of Your Time and Your Life" by Alan Lakein. These works provided practical strategies and frameworks for individuals to manage their time effectively. Since then, time management has evolved with advancements in technology, leading to the development of various tools and methodologies.

Prioritization: Identifying and categorizing tasks based on their importance and urgency. This allows individuals to focus on high-priority activities and allocate their time accordingly. Goal Setting: Setting clear and specific goals helps individuals stay focused and motivated. By defining objectives, they can align their tasks and activities to achieve desired outcomes. Planning: Creating a structured plan or schedule helps in organizing tasks and allocating time for each activity. This allows individuals to have a clear roadmap and ensures that important tasks are not overlooked. Time Blocking: Blocking out specific time periods for different activities helps individuals dedicate uninterrupted time to important tasks. It helps avoid distractions and increases concentration and efficiency. Delegation: Recognizing when tasks can be delegated to others is essential for effective time management. Delegating tasks to capable individuals frees up time for more critical responsibilities. Procrastination Management: Overcoming procrastination is crucial for effective time management. Employing strategies like breaking tasks into smaller, manageable parts and utilizing time management techniques can help combat procrastination. Self-discipline: Developing self-discipline and sticking to planned schedules and routines is vital for effective time management. It involves making conscious choices, setting boundaries, and avoiding time-wasting activities.

The Time Quadrants Theory: This theory, popularized by Stephen Covey, categorizes tasks into four quadrants based on their urgency and importance. It emphasizes prioritization and encourages individuals to focus on tasks that are both important and not urgent to prevent last-minute stress and crisis management. The Pomodoro Technique: Developed by Francesco Cirillo, this theory suggests breaking work into short, focused intervals called "pomodoros." Each pomodoro lasts around 25 minutes, followed by a short break. This technique aims to enhance concentration and productivity by promoting sustained focus and regular breaks. The Eisenhower Matrix: Named after President Dwight D. Eisenhower, this theory involves organizing tasks into four quadrants based on their urgency and importance. It helps individuals identify tasks that are important but not urgent, allowing for proactive planning and long-term goal achievement.

Personal Productivity: Effective time management enables individuals to prioritize tasks, set goals, and allocate time efficiently. It helps them accomplish more in less time, reduce stress, and maintain a healthy work-life balance. Academic Success: Students who effectively manage their time can allocate sufficient study hours, meet deadlines, and maintain a disciplined study routine. Professional Growth: Organizing tasks, setting priorities, and meeting deadlines contribute to increased productivity and job satisfaction. Effective time management also allows professionals to allocate time for skill development, career advancement, and maintaining a healthy work-life integration. Project Management: Time management is essential in managing projects, both small and large. It involves creating project schedules, allocating resources, setting milestones, and tracking progress. Stress Reduction: Efficient time management helps individuals reduce stress by avoiding procrastination, managing deadlines, and maintaining a sense of control over their time. It allows for adequate rest and leisure activities, promoting overall well-being.

1. According to a survey conducted by the American Psychological Association, 44% of working adults reported that lack of time management was a significant source of stress in their lives. 2. A study published in the Journal of Applied Psychology found that individuals who engage in effective time management strategies are more likely to experience higher job satisfaction and lower levels of burnout. 3. Research has shown that multitasking, often considered a time management technique, can actually decrease productivity. A study conducted at Stanford University revealed that individuals who multitasked frequently had more difficulty focusing, exhibited reduced cognitive control, and took longer to complete tasks compared to those who focused on one task at a time.

Time management is a topic of great importance in today's fast-paced and demanding world. Writing an essay about time management allows individuals to explore the strategies, principles, and benefits associated with effectively managing one's time. Understanding and implementing effective time management techniques is crucial for individuals in all aspects of life, whether it be in academics, work, or personal pursuits. By delving into this topic, an essay can provide valuable insights on how to optimize productivity, prioritize tasks, and achieve a better work-life balance. Moreover, exploring the topic of time management allows individuals to reflect on their own habits and behaviors regarding time utilization. It encourages self-awareness and self-reflection, leading to the development of skills that can enhance efficiency and reduce stress. Furthermore, addressing the topic of time management provides an opportunity to discuss the challenges faced in today's digital age, where distractions are abundant. It encourages readers to explore techniques to overcome procrastination and manage digital distractions effectively.

1. Covey, S. R. (1989). The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change. Free Press. 2. Allen, D. (2001). Getting Things Done: The Art of Stress-Free Productivity. Penguin Books. 3. Vanderkam, L. (2016). 168 Hours: You Have More Time Than You Think. Portfolio. 4. Tracy, B. (2007). Eat That Frog!: 21 Great Ways to Stop Procrastinating and Get More Done in Less Time. Berrett-Koehler Publishers. 5. Fiore, N. A. (2007). The Now Habit: A Strategic Program for Overcoming Procrastination and Enjoying Guilt-Free Play. Penguin Books. 6. Morgenstern, J. (2004). Time Management from the Inside Out: The Foolproof System for Taking Control of Your Schedule and Your Life. Henry Holt and Co. 7. Lakein, A. (1974). How to Get Control of Your Time and Your Life. New American Library. 8. Vanderkam, L. (2020). Juliet's School of Possibilities: A Little Story About the Power of Priorities. Portfolio. 9. Kruse, K. (2015). 15 Secrets Successful People Know About Time Management: The Productivity Habits of 7 Billionaires, 13 Olympic Athletes, 29 Straight-A Students, and 239 Entrepreneurs. The Kruse Group. 10. Parkinson, C. N. (1958). Parkinson's Law: The Pursuit of Progress. John Murray.

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Essay on Time Management

• Updated on  
• Aug 27, 2022

“Time isn’t the main thing, it’s the only thing”- Mile Davis.

Time management is a prestigious topic for budding subconscious minds. It is one of the most crucial skills that you must inculcate from early on. This skill has vital importance when you move into a professional setting. It is extremely important to manage time efficiently as not managing time can create many problems in your day-to-day life. It is also a common essay topic in the school curriculum and various academic and competitive exams like IELTS , TOEFL , SAT , UPSC , etc. This blog brings you samples of essays on time management with tips & tricks on how to write an essay.

Essay on Time Management in 200 words

Time stops for none and is equal for all. Everyone has the same 24 hours in a day but some people make better use of time than others. This is one of the most important reasons some people are experts in what they do. Therefore, time management plays a vital role in both personal as well as professional lives.

Time management is basically an effort made consciously to spend a certain amount of time performing a task efficiently. Furthermore, it is estimated that to have better results, one needs to do productive work. Thus, productivity is the key focus here. Moreover, maintaining a careful balance between professional life, social life, and any other hobbies or activities is a great example of efficient time management.

Time management is also crucial for students from an academic perspective as students require to cover many subjects. Thus, efficiently managing time is an important skill in everyone’s life.  Around the world, there are two views for time management – linear time view and multi-active time view. The linear time view is predominant in America, Germany and England, and it aims at completing one task at a time. Whereas a multi-active view aims at completing a number at once and is predominant in India and Spain. Nevertheless, time management is one of the important traits of a successful individual, students are advised to follow whichever is convenient for them.

Essay on Time Management in 300 Words

Time Management is a key skill for job opportunities as employers recruit candidates who have this efficient skill. Thus, it is advised to initiate inculcating this vital skill as soon as possible. In the academic setting, time management plays a vital role and helps in the accomplishment of tasks efficiently and effectively.

Time management is the process of planning and performing pre-scheduled activities with the aim of increasing productivity, effectiveness and efficiency. Different cultures hold different views on Time Management. However, a multi-active time view and a linear time view are the two predominant views. In a linear time view, the aim is set to complete one particular task at a time whereas, in a multi-active view, the focus is on completing a greater number of tasks at once. Emphasis is given on productivity and effectiveness, but students are free to choose their own view of time management.

Time management is crucial as it is helpful in setting a timeline for achieving a particular goal. Moreover, it also increases the efficiency of the tasks at hand. It becomes necessary for working professionals as they need to balance their personal and professional life. Thus, they do not have time to dwell on each and every detail in every task. In such cases, a multi-active view is one of the helpful methods. Time management works best when a goal or target is set. For instance, a student becomes far more effective at learning when they decide to assign 2 hours for learning a particular concept. This is effectively a method of benchmarking progress. So, every time the activity is performed, one can measure themselves and improve upon various aspects of their tasks.The clear conclusion is that time management is a crucial skill for students and working professionals. Thus, everyone must practise time management to improve productivity and efficiency of tasks.

Tips for Writing an Essay on Time Management

To write an impactful and scoring essay here are some tips on how to manage time and write a good essay:

• The initial step is to write an introduction or background information about the topic
• You are required to use the formal style of writing and avoid using slang language.
• To make an essay more impactful, write dates, quotations, and names to provide a better understanding
• You can use jargon wherever it is necessary as it sometimes makes an essay complicated
• To make an essay more creative you can also add information in bulleted points wherever possible
• Always remember to add a conclusion where you need to summarise crucial points
• Once you are done read through the lines and check spelling and grammar mistakes before submission

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Lastly, we hope this blog has helped you in structuring a terrific essay on time management. Planning to ace your IELTS, get expert tips from coaches at Leverage Live by Leverage Edu .

Sonal is a creative, enthusiastic writer and editor who has worked extensively for the Study Abroad domain. She splits her time between shooting fun insta reels and learning new tools for content marketing. If she is missing from her desk, you can find her with a group of people cracking silly jokes or petting neighbourhood dogs.

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Reflection on Time Management Skills Essay

Defining time management, effectiveness criteria, measuring my time-management skills.

Time management is a crucial skill to live a proactive life that helps to achieve goals and avoid frustration from procrastination. Effective time management is an ability to analyze, define, and prioritize everyday activities. Even though I try to have a daily schedule, my planning skills lack crucial features to be effective.

Time management is an ability to find a balance between all the obligations and needs and fit them into one’s daily, weekly, monthly, and even yearly routine. According to Burchard (2016), time management should start with setting life goals and working down towards hourly schedule, as every action is supposed to be a step to achieving one’s objectives. In simpler words, it is creating a plan where every point is viewed as an opportunity to progress in life. Therefore, time management is an ability to analyze the use of time, acknowledge the responsibilities, set the priorities, and act without procrastination.

Effective time management involves creating plans for periods of different length. Strategic planning for any action should include long-range, mid-range, and short-range steps (Cuseo, Thompson, Campagna, & Fecas, 2016). A good time-management plan includes transforming intention into action and provides flexibility to accommodate unforeseen opportunities (Cuseo et al., 2016). Moreover, it allows time to take care of unexpected outcomes and offers opportunities for both work and play (Cuseo et al., 2016). According to Burchard (2016), even free time and leisure activities should be planned to achieve a higher goal in life. In short, effective time-management is creating a plan of all the macro and micro steps that correlate with one’s life’s purpose.

My time-management skills are relatively poor, as I have not had enough time to develop my planning proficiency. Most of my life, my schedule was decided by others, including my parents, teachers, and school authorities. When I started my higher education, I was caught amidst a variety of new obligations and expectations, such as cooking, doing laundry, managing money, managing free time, and completing my assignments. Even though I usually have short-term plans, they do not correlate with a bigger picture, as I have never had a plan for a year or a month. I always have my daily schedules, but most of the time I do not think of my weeks.

In my schedule, I always find time for work and play, and I have no problems in transforming intentions into actions. However, my plans are not flexible enough, as I tend to overlook the possibility of unforeseen events. For example, I usually go to sleep around 11 p.m.; therefore, I started working on the current essay three hours before going to bed. However, I did not expect that I would have to include a scholarly article into my reference list. For this reason, I am forced to stay up late that ruins my plans for the next day, as I will not have enough sleep. In short, my time-management skills are poor due to an inability to provide time for unexpected events.

I am also prone to procrastination, which interferes with the ability to control the time spent on the critical task. According to Häfner, Oberst, and Stock (2014), to procrastinate is to “voluntarily delay an intended course of action despite expecting to be worse off for the delay” (p. 352). Even though the problem is demonstrated by 60% of students, I should use effective prevention techniques to develop efficient time-management skills (Häfner et al., 2014). In short, while procrastination is a common feature for students, it should be avoided with the help of every accessible tool.

Time is a valuable resource that requires careful management, as it can help to get better control over one’s life. However, understanding is not enough to acquire full control over time; information and intentions should be transformed into action. While there is enough time available to improve my planning skills, I still have a long way to go to master the art of time-management.

Burchard, B., (2016). Simple time management rules [Video file]. Web.

Cuseo, J., Thompson, A., Campagna M., & Fecas, V. (2016). Thriving in college and beyond: Research-based strategies for academic success and personal development (4th ed.). Dubuque, IA: Kendall Hunt Publishing.

Häfner, A., Oberst, V., & Stock, A. (2014). Avoiding procrastination through time management: An experimental intervention study. Educational Studies , 40 (3), 352-360. Web.

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IvyPanda. (2023, October 31). Reflection on Time Management Skills. https://ivypanda.com/essays/reflection-on-time-management-skills/

"Reflection on Time Management Skills." IvyPanda , 31 Oct. 2023, ivypanda.com/essays/reflection-on-time-management-skills/.

IvyPanda . (2023) 'Reflection on Time Management Skills'. 31 October.

IvyPanda . 2023. "Reflection on Time Management Skills." October 31, 2023. https://ivypanda.com/essays/reflection-on-time-management-skills/.

1. IvyPanda . "Reflection on Time Management Skills." October 31, 2023. https://ivypanda.com/essays/reflection-on-time-management-skills/.

Bibliography

IvyPanda . "Reflection on Time Management Skills." October 31, 2023. https://ivypanda.com/essays/reflection-on-time-management-skills/.

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