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Management in all business and organizational activities is the act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources and 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.
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.
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).
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.
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: the ability to visualise most appropriate response to a situation .
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: the ability to visualise most appropriate response to a situation .
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.
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.
