Management in all natural resources.
Since organizations can be viewed as systems, management can also be defined as human action, including design, to facilitate the production of useful outcomes from a system. This view opens the opportunity to ‘manage’ oneself, a pre-requisite to attempting to manage others.
The verb manage comes from the Italian maneggiare (to handle — especially tools), which in turn derives from the Latin manus (hand). The French word mesnagement (later ménagement) influenced the development in meaning of the English word management in the 17th and 18th centuries.
Some definitions of management are:
- Organization and coordination of the activities of an enterprise in accordance with certain policies and in achievement of clearly defined objectives. Management is often included as a factor of production along with machines, materials and money. According to the management guru innovation.
- Directors and managers have the power and responsibility to make decisions to manage an enterprise when given the authority by the shareholders. As a discipline, management comprises the interlocking functions of formulating corporate policy and organizing, planning, controlling, and directing the firm’s resources to achieve the policy’s objectives. The size of management can range from one person in a small firm to hundreds or thousands of managers in multinational companies. In large firms the board of directors formulates the policy which is implemented by the chief executive officer.
 Theoretical scope
At first, one views management functionally, such as measuring quantity, adjusting plans, meeting goals. This applies even in situations planning does not take place. From this perspective, Henri Fayol (1841–1925) considers management to consist of six functions: forecasting, planning, organizing, commanding, coordinating and controlling. He was one of the most influential contributors to modern concepts of management.
Some people, however, find this definition useful but far too narrow. The phrase “management is what managers do” occurs widely, suggesting the difficulty of defining management, the shifting nature of definitions and the connection of managerial practices with the existence of a managerial cadre or class.
One habit of thought regards management as equivalent to “business administration” and thus excludes management in places outside Yale School of Management) employ the more inclusive term “management.”
English speakers may also use the term “management” or “the management” as a collective word describing the managers of an organization, for example of a “Labor” referring to those being managed.
 Nature of managerial work
In for-profit work, management has as its primary function the satisfaction of a range of board of directors, and the board then hires senior management. Some organizations have experimented with other methods (such as employee-voting models) of selecting or reviewing managers; but this occurs only very rarely.
In the United States political appointees lose their jobs on the election of a new president/governor/mayor.
 Historical development
Difficulties arise in tracing the history of management. Some see it (by definition) as a late modern (in the sense of late tools for management assessment, planning and control.
Given the scale of most commercial operations and the lack of mechanized record-keeping and recording before the shareholders) and day-to-day managers (independent specialists in planning and control) gradually became more common.
 Early writing
While management has been present for millennia, several writers have created a background of works that assisted in modern management theories.
 Sun Tzu’s The Art of War
Written by Chinese general Sun Tzu in the 6th century BC, The Art of War is a military strategy book that, for managerial purposes, recommends being aware of and acting on strengths and weaknesses of both a manager’s organization and a foe’s.
 Chanakya’s Arthashastra
 Niccolò Machiavelli’s The Prince
Believing that people were motivated by self-interest, Niccolò Machiavelli wrote The Prince in 1513 as advice for the city of Florence, Italy. Machiavelli recommended that leaders use fear—but not hatred—to maintain control.
 Adam Smith’s The Wealth of Nations
Written in 1776 by 
 19th century
Classical economists such as mass production.
 20th century
By about 1900 one finds managers trying to place their theories on what they regarded as a thoroughly scientific basis (see quality assurance.
The first comprehensive theories of management appeared around 1920. The sociological perspective.
organisation. Drucker went on to write 39 books, many in the same vein.
H. Dodge, logistics and operations.
As the general recognition of managers as a class solidified during the 20th century and gave perceived practitioners of the art/science of management a certain amount of prestige, so the way opened for pop psychology than with scientific theories of management.
Towards the end of the 20th century, business management came to consist of six separate branches, namely:
- Human resource management
- Operations management or production management
- Strategic management
- Marketing management
- Financial management
- management information systems
 21st century
In the 21st century observers find it increasingly difficult to subdivide management into functional categories in this way. More and more processes simultaneously involve several categories. Instead, one tends to think in terms of the various processes, tasks, and objects subject to management.
Branches of management theory also exist relating to social entrepreneurship.
Note that many of the assumptions made by management have come under attack from anti-corporate activism.
As one consequence, workplace democracy has become both more common, and more advocated, in some places distributing all management functions among the workers, each of whom takes on a portion of the work. However, these models predate any current political issue, and may occur more naturally than does a command hierarchy. All management to some degree embraces democratic principles in that in the long term workers must give majority support to management; otherwise they leave to find other work, or go on strike. Despite the move toward workplace democracy, command-and-control organization structures remain commonplace and the de facto organization structure. Indeed, the entrenched nature of command-and-control can be seen in the way that recent layoffs have been conducted with management ranks affected far less than employees at the lower levels. In some cases, management has even rewarded itself with bonuses after laying off level workers.
 Basic functions
Management operates through various functions, often classified as planning, organizing, staffing, leading/directing, controlling/monitoring and motivation.
- Planning: Deciding what needs to happen in the future (today, next week, next month, next year, over the next five years, etc.) and generating plans for action.
- Organizing: (Implementation)pattern of relationships among workers, making optimum use of the resources required to enable the successful carrying out of plans.
- Staffing: Job analysis, recruitment and hiring for appropriate jobs.
- Leading/directing: Determining what needs to be done in a situation and getting people to do it.
- Controlling/monitoring: Checking progress against plans.
- Motivation: Motivation is also a kind of basic function of management, because without motivation, employees cannot work effectively. If motivation does not take place in an organization, then employees may not contribute to the other functions (which are usually set by top-level management).
 Basic roles
- Interpersonal: roles that involve coordination and interaction with employees.
- Informational: roles that involve handling, sharing, and analyzing information.
- Decisional: roles that require decision-making.
 Management skills
- Political: used to build a power base and establish connections.
- Conceptual: used to analyze complex situations.
- Interpersonal: used to communicate, motivate, mentor and delegate.
- Diagnostic: ability to visualize most appropriate response to a situation.
- Technical: Expertise in one’s particular functional area.
 Formation of the business policy
- The mission of the business is the most obvious purpose—which may be, for example, to make soap.
- The vision of the business reflects its aspirations and specifies its intended direction or future destination.
- The objectives of the business refers to the ends or activity at which a certain task is aimed.
- The business’s policy is a guide that stipulates rules, regulations and objectives, and may be used in the managers’ decision-making. It must be flexible and easily interpreted and understood by all employees.
- The business’s strategy refers to the coordinated plan of action that it is going to take, as well as the resources that it will use, to realize its vision and long-term objectives. It is a guideline to managers, stipulating how they ought to allocate and utilize the factors of production to the business’s advantage. Initially, it could help the managers decide on what type of business they want to form.
 Implementation of policies and strategies
- All policies and strategies must be discussed with all managerial personnel and staff.
- Managers must understand where and how they can implement their policies and strategies.
- A plan of action must be devised for each department.
- Policies and strategies must be reviewed regularly.
- Contingency plans must be devised in case the environment changes.
- Assessments of progress ought to be carried out regularly by top-level managers.
- A good environment and team spirit is required within the business.
- The missions, objectives, strengths and weaknesses of each department must be analysed to determine their roles in achieving the business’s mission.
- The forecasting method develops a reliable picture of the business’s future environment.
- A planning unit must be created to ensure that all plans are consistent and that policies and strategies are aimed at achieving the same mission and objectives.
All policies must be discussed with all managerial personnel and staff that is required in the execution of any departmental policy.
- Organizational change is strategically achieved through the implementation of the eight-step plan of action established by John P. Kotter: Increase urgency, get the vision right, communicate the buy-in, empower action, create short-term wins, don’t let up, and make change stick.
 Policies and strategies in the planning process
- They give mid and lower-level managers a good idea of the future plans for each department in an organization.
- A framework is created whereby plans and decisions are made.
- Mid and lower-level management may add their own plans to the business’s strategies.
 Levels of management
Most organizations have three management levels: first-level, middle-level, and top-level managers. These managers are classified in a hierarchy of authority, and perform different tasks. In many organizations, the number of managers in every level resembles a pyramid. Each level is explained below in specifications of their different responsibilities and likely job titles.
 Top-level managers
Consists of CEOs, etc. They are responsible for controlling and overseeing the entire organization. They develop goals, strategic plans, company policies, and make decisions on the direction of the business. In addition, top-level managers play a significant role in the mobilization of outside resources and are accountable to the shareholders and general public.
According to Lawrence S. Kleiman, the following skills are needed at the top managerial level. 
- Broadened understanding of how: competition, world economies, politics, and social trends effect organizational effectiveness .
The role of the top management can be summarized as follows –
- Top management lays down the objectives and broad policies of the enterprise.
- It issues necessary instructions for preparation of department budgets, procedures, schedules etc.
- It prepares strategic plans & policies for the enterprise.
- It appoints the executive for middle level i.e. departmental managers.
- It controls & coordinates the activities of all the departments.
- It is also responsible for maintaining a contact with the outside world.
- It provides guidance and direction.
- The top management is also responsible towards the shareholders for the performance of the enterprise.
 Middle-level managers
Consist of general managers, branch managers and department managers. They are accountable to the top management for their department’s function. They devote more time to organizational and directional functions. Their roles can be emphasized as executing organizational plans in conformance with the company’s policies and the objectives of the top management, they define and discuss information and policies from top management to lower management, and most importantly they inspire and provide guidance to lower level managers towards better performance. Some of their functions are as follows:
- Designing and implementing effective group and intergroup work and information systems.
- Defining and monitoring group-level performance indicators.
- Diagnosing and resolving problems within and among work groups.
- Designing and implementing reward systems supporting cooperative behavior.
 First-level managers
Consist of supervisors, section leads, foremen, etc. They focus on controlling and directing. They usually have the responsibility of assigning employees tasks, guiding and supervising employees on day-to-day activities, ensuring quality and quantity production, making recommendations, suggestions, and upchanneling employee problems, etc. First-level managers are role models for employees that provide:
- Basic supervision.
- Career planning.
- Performance feedback.
 See also
- Oxford English Dictionary
- “Management”. Business Dictionary. http://www.businessdictionary.com/definition/management.html. Retrieved 29 November 2012.
- Administration industrielle et générale – prévoyance organization – commandment, coordination – contrôle, Paris : Dunod, 1966
- Vocational Business: Training, Developing and Motivating People by Richard Barrett – Business & Economics – 2003. – Page 51.
- Craig, S. (2009, January 29). Merrill Bonus Case Widens as Deal Struggles. Wall Street Journal. 
- Manfred F. R. Kets de Vries The Dark Side of Leadership – Business Strategy Review 14(3), Autumn Page 26 (2003).
- Kleiman, Lawrence S. “Management and Executive Development.” Reference for Business: Encyclopedia of Business (2010): n. pag. Web. 25 Mar 2011. .
- Kotter, John P. & Dan S. Cohen. (2002). The Heart of Change. Boston: Harvard Business School Publishing.
- Juneja hu Juneja, FirstHimanshu, and Prachi Juneja. “Management.” Management Study Guide. WebCraft Pvt Ltd, 2011. Web. 17 Mar 2011..
- Kleiman, Lawrence S. ” MANAGEMENT AND EXECUTIVE DEVELOPMENT.”Reference for Business:Encyclopedia of Business(2010): n. pag. Web. 25 Mar 2011. .
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