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Functions of management
Functions of management
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Management

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Management in businesses and organizations is the function that coordinates the efforts of people to accomplish goals and objectives by using available resources efficiently and effectively. Management includes planning, organizing, staffing, leading or directing, and controlling organization to accomplish the goal or target. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources.


Management in businesses and organizations is the function that coordinates the efforts of people to accomplish goals and objectives by using available resources efficiently and effectively. Management includes planning, organizing, staffing, leading or directing, and controlling organization to accomplish the goal or target. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources.

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Management

  1. 1. Management in businesses and organizations is the function that coordinates the efforts of people to accomplish goals and objectives by using available resources efficiently and effectively. Management includes planning, organizing, staffing, leading or directing, and controlling organization to accomplish the goal or target. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources.
  2. 2. Management involves identifying the mission, objective, procedures, rules and manipulation of the human capital of an enterprise to contribute to the success of the enterprise. Mary Parker Follett define the management "The Art Of Getting Things Done Through People". 1. There is two way to define the management. 1. Management Style 1. Management Level
  3. 3. Management Style Management leadership is about finding ways to meet the needs of your employees and of your organization. There is no single correct management leadership style the best leadership style is the one that meets the challenges you are facing and the needs of the people you are leading. Effective leaders are often flexible and are able to change their style of leadership to suit changing circumstances. Daniel Goleman says "Leadership that Gets Results". They found that the best leaders were self aware and had empathy for others. Most interesting is that instead of having one distinct management style based on their personalities, Goleman found that successful managers are able to switch styles as needed, depending upon the situation.
  4. 4.  Coercive : Goleman describes the "coercive" leadership style as, "Do as I say." It's good only when it's important that others know to take orders without question, such as after a nature disaster. It might also be effective when a company needs a complete turnaround to stay in business. In most business situations, though, the coercive style is too overbearing and can squash employees' motivation and morale.  Authoritative : A company that is floundering might be helped when a leader uses the authoritative, "come with me" approach. Instead of giving orders, the leader gives the goal but lets team members decide how they're going to get there. Authoritative approaches work well when the team needs a new vision, but the members are self-directed enough to figure out how to accomplish it.
  5. 5.  Affiliative : In using an affiliative style, the leader puts great emphasis on the team members to build their morale and help them feel good about working together as a team. Everyone's contributions are stressed, and everyone is important to the team. It's a good way to build trust and team harmony. A leader who only uses the affiliative style, however, often fails to correct poor employee actions, and the company can suffer as a result.  Democratic : Giving everyone a voice and a vote sounds fair, said Goleman, but it can bog down the company's operations. It's a good way to encourage everyone to speak up and offer ideas, which is especially useful when the direction to take is uncertain and new thoughts are needed. Giving everyone or any time a decision is needed quickly. .
  6. 6.  Pacesetting : Leaders who set high standards for themselves and encourage others to meet these standards are setting the pace for high achievement. It works for highly self-motivated employees, but others can feel constantly pushed to excel. Pacesetting can harm the company's overall climate when everyone feels pushed to do more and at a faster pace. When they can't keep up the pace, they begin to feel as if they're failing, regardless how much they might be achieving.  Coaching : Coaching is great for helping employees who want to improve their habits and are eager to have help doing so. It doesn't work as well for those who are resistant to change or don't believe they need to do so. It can also undermine a person's self-confidence if he feels he is being coached too much and not allowed to think for himself.
  7. 7. Management Level 1. Top Level Management : 1. Top level managers work at the top of organizations and guide strategy and planning. Top level management consists of boards of directors, presidents, vice presidents, 2. They develop goals, strategic plans, and company policies and make decisions. 3. Top managers need to have more conceptual skill than technical skill. They CEOs, general managers and senior managers, etc. the direction of the business. Understand how competition, world economies, politics, and social trends affect organizational effectiveness
  8. 8. 2. Middle Level Management Middle management is the intermediate management level accountable to top management and responsible for leading lower level managers. Middle management is at the center of a hierarchical organization, subordinate to the senior management but above the lowest levels of operational staff. Middle managers are accountable to top management for their department's function. They provide guidance to lower level managers and inspire them to perform better. Middle management functions generally revolve around enabling teams of workers to perform effectively and efficiently and reporting these performance indicators to upper management Middle management may be reduced in organizations as a result of reorganization. Such changes can take the form of downsizing, "delayering," and outsourcing.
  9. 9. 3. Frontline Management Frontline managers oversee primary production activities on a daily basis, so the need very high interpersonal and technical skills. Frontline management is the level of management that oversees a company's primary production activities. Frontline managers assign employees tasks, supervise employees, ensure quality and quantity production, make recommendations, channel employee problems to other managers, provide technical expertise, check quality, and deal with customers and clients. Frontline managers who are responsible for dealing directly with the operating personnel need very high interpersonal and technical skills. Frontline managers are actively involved in operations; examples of frontline management include a store manager or manufacturing facility manager.
  10. 10. Management Functions ● Planning: Deciding what needs to happen in the future and generating plans for action(deciding in advance). ● Organizing: Making sure the human and nonhuman resources are put into place. ● Staffing: Creating a structure through which an organization's goals can be accomplished. ● Leading: Determining what must be done in a situation and getting people to do it. ● Controlling: Checking progress against plans.
  11. 11. Branches 1. Financial Management 2. Human Resource Management 3. Information Technology Management 4. Marketing Management 5. Operations Management 6. Strategic Management References : leadership that gets results by Daniel Goleman (link : http://bit.ly/1wzFkMo) Management Levels and Types (link : http://bit.ly/1XsaCWL)

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