The Nature of Management Is to Control and Dictate Others in an Organization

The nature of management is to control and dictate the actions of others within an organization. This has been a key element in organizational theory since the early days of bureaucratic management. Henri Fayol was one of the first theorists to discuss this idea. He felt that it was necessary for managers to have a firm understanding of how to control their employees. In this article, we will explore the nature of management and discuss why it is so important for organizations today.

The Nature of Management

The nature of management is to control and dictate the actions of others within an organization. In particular, this can be achieved through various means such as orders, instructions, and rules. It is also the nature of management to establish relationships of authority and responsibility between individuals within the organization.

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Back to the nature of the management concept, this concept is often referred to as the “chain of command.” The chain of command is the line of authority and responsibility that runs from the top of an organization to the bottom. It is the nature of management to control this chain. Equally, it uses it to dictate the actions of those within the organization.

Orders

As mentioned previously, the use of orders is one of the key ways that managers control and dictate the actions. Orders are directives that are given by managers to their subordinates. These orders can be in the form of verbal commands, written directives, or even simple gestures. It is the nature of management to use these orders to control the actions of others within the organization.

Instructions

Another way that managers control and dictate the actions of others is through the use of instructions. Instructions are specific directions that are given by managers to their subordinates. These instructions can be in the form of written directives, verbal commands, or even simple gestures. It is the nature of management to use these instructions to control the actions of others within the organization. The fundamental difference between orders and instructions is that orders are general directives while instructions are specific directions.

Rules

Another way that managers control and dictate the actions of others is through the use of rules. Rules are specific regulations that must be followed by those within the organization. It is the nature of management to establish these rules and enforce them. Rules are usually established in order to control the behavior of employees or to ensure that the organization runs smoothly. The fundamental difference between rules and instructions is that rules are mandatory while instructions are not. In other words, it is the nature of management to enforce rules. It is not necessarily the nature of management to enforce instructions.

The Importance of Control

There are fundamental reasons why the nature of management is to control and dictate to others in an organization. The first reason is that organizations are designed to achieve specific goals. In order to achieve these goals, it is necessary for managers to have a certain degree of control over the actions of their employees.

The second reason why the nature of management is to control and dictate to others in an organization is that this control helps to ensure the efficient and effective operation of the organization. When employees are given clear instructions and expectations, they will perform their duties well. In a way that is consistent with the goals of the organization.

The third reason why the nature of management is to control and dictate to others in an organization is that this control helps to maintain order within the organization. When employees are aware of the expectations and rules that they must follow, they are less likely to engage in behaviour that could disrupt the operation of the organization.

Lastly, the nature of management is to control and dictate to others in an organization because it allows managers to make decisions that are in the best interest of the organization. When everyone is allowed to make their own decisions, it can lead to chaos and confusion. By having a clear chain of command, managers can ensure that all decisions are made in a way that is consistent with the goals and objectives of the organization.

Henri Fayol Thoughts

Management is the art of getting things done through and with people in formally organized groups. It is the executive function in enterprises, where it organizes, plans, coordinates, commands, controls, and ensures that the enterprise’s overall objectives are achieved.

Fayolism is a theory of management that analyzes the nature of relations between managers and workers. It also prescribes principles for organizational design and behavior.”

The theory has been criticized for its lack of consideration for the nature of human beings. Equally, its static and deterministic view of organizations has led to criticism. Additionally, it has been accused of not being able to explain the nature of change and dynamics within organizations.

While the theory may have its flaws, it is still relevant in today’s organizations. The nature of management is to control and dictate to others in an organization because this is what is necessary to achieve the goals of the organization. Even though the theory may be flawed, it is still useful in understanding why the nature of management is to control and dictate to others in an organization.

Final Thoughts

The nature of management is to control and dictate to others in an organization because this is what is necessary in order to achieve the goals of the organization.

With managers taking collective responsibility for the organization’s success or failure, they also need to have control over the actions of their employees.

However, it is important for people in management to understand the organization’s goals and objectives well enough to make decisions that are in the best interest of the organization.

The nature of management is to control and dictate to others in an organization, but this control should be used in a way that is beneficial to the organization as a whole.

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