Management

8 Key excerpts on "Management"

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  Managing Fashion

  A Management Perspective

  • Kaled K. Hameide(Author)
  • 2020(Publication Date)
  • Taylor & Francis

    (Publisher)

  CHAPTER ONE Understanding Management L EARNING O UTCOMES • Understand the concept and process of Management • Assess the differences between a leader and a manager • Identify the principles of strategic Management • Implement the decision-making process W HAT IS M ANAGEMENT ? Humans have known and practiced Management since the early days of civilization. Every major ancient structure from the Egyptian pyramids to the Great Wall of China and beyond represents a major project that involved thousands of workers and a variety of specializations that necessitated plans, allocation of resources, set time frames, and division of labor as well as some measures of performance evaluation and reward systems. That is to say they were projects that needed to be managed in order to get them done. Our understanding of Management today is not much different than such practices. However, it is much more structured and supported with effective and tested theories and principles. Accordingly, we can simply defne Management as the process of getting things done effectively and ef fciently, through and with other people . 1 While simple, the defnition effectively highlights three key elements of Management which are: process – ef fciency – effectiveness . Process Management is indeed a process which is built on a series of activities that, if performed successfully (i.e. ef fciently and effectively), will yield positive results and get the job done. As these activities represent different stages within the process, each of the activities and steps are meant to assist the manager in achieving specifc roles or “functions” based on the stage of the process. We can group the main stages and steps of the Management process into four main functions: planning, organizing, leading, and controlling. • Planning : This function involves establishing the overall goals for the organization and developing a strategy to achieve them.

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  Business Management in an Uncertain World: An Introductory Text for Executives

  • Jonah C. Pardillo(Author)
  • 2020(Publication Date)
  • Society Publishing

    (Publisher)

  These factors play an imperative role on the overall functioning of organizations since many workers are recruited from external sources; demographic factors are viewed an important facet. Shift of skill labor from where it is less utilized to the place where it is more needed. It helps in accomplishing the target of business and allows to properly utilization of talent. 1.7. FUNCTIONS OF Management Management in one form or another is an integral part of living and is indispensable wherever human efforts are to be undertaken to accomplish required objectives. The essential elements of Management are always at play, whether one manage our business or lives. Management is a set of principles relating to series of the functions of planning, organizing, staffing directing, and controlling, and the applications of these principles Business Management: A Contemporary Approach 19 in harnessing financial, physical, human, and informational resources effectively and efficiently to accomplish organizational goals (Figure 1.6). Figure 1.6. Functions of Management. Management is critical for an organized life and essential to run all types of organizations. Managing life is concerned with getting things done in order to achieve objectives of life and managing an organization means getting things done with and through other people to accomplish its objectives. The controlling function covers coordination, budgeting, and reporting, and hence the controlling function can be wrecked into these three distinct functions. Based upon these seven functions, Luther Gulick coined the word POSDCORB, which usually signifies the initials of these seven functions i.e. ● P stands for planning; ● For organizing; ● S for staffing; ● D for directing; ● R for reporting; ● Co for co-ordination; and ● B for budgeting. But, planning, organizing, staffing, directing, and controlling are extensively renowned functions of Management.

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  Wiley Pathways Small Business Management

  • Richard M. Hodgetts, Donald F. Kuratko, Margaret Burlingame, Don Gulbrandsen(Authors)
  • 2015(Publication Date)
  • Wiley

    (Publisher)

  It looks at each step in the planning process and explains how the small business manager can implement these steps. This chapter will then review the organizing process, focusing on orga- nizational structure and delegation. Next, it will examine the directing function, with a particular emphasis on the two sub-functions of communication and leadership. It will also investigate the control process, looking at the general steps in the con- trol process and specific control techniques, such as break-even analysis. Finally, it will look at the unique challenges of managing for growth in the small business. Section 1.5 discusses ethics in small business, which is another important consideration in small business Management. 7.1 The Management Process in General Management is the process of accomplishing tasks through people. By definition, it presents the small business owner with a major problem—namely, relying on oth- ers to do work. Why is this a problem? Because many owner-managers have gotten where they are by relying on themselves. Unfortunately, how much work any one person can do has a limit. The result is that owner-managers, if they are not care- ful, soon find themselves severely overworked. To avoid this, they must be prepared to do the tasks they are best suited for and to delegate the rest to their employees. Management activities fall into two groups: doing activities and thinking activ- ities. Doing activities include answering the telephone, opening the mail, setting up shelves and displays, and taking care of minor tasks. Thinking activities are the time-consuming tasks that require the manager to sit down and carefully formu- late solutions to problems, such as planning overall operations. Most managers tend to spend far too much time doing tasks because they are accustomed to doing tasks themselves.

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  Introduction to Business

  • Lawrence J. Gitman, Carl McDaniel, Amit Shah, Monique Reece, Linda Koffel, Bethann Talsma, James C. Hyatt(Authors)
  • 2018(Publication Date)
  • Openstax

    (Publisher)

  Let’s look more closely at what each of the Management functions entails. What Managers Do and Why Good Management consists of these four activities: Which results in And leads to Planning • Set objectives and state mission • Examine alternatives • Determine needed resources • Create strategies to reach objectives Leading • Lead and motivate employees to accomplish organizational goals • Communicate with employees • Resolve conflicts • Manage change Table 6.1 212 Chapter 6 Management and Leadership in Today's Organizations This OpenStax book is available for free at http://cnx.org/content/col25734/1.7 What Managers Do and Why Good Management consists of these four activities: Which results in And leads to Organizing • Design jobs and specify tasks • Create organizational structure • Staff positions • Coordinate work activities • Set policies and procedures • Allocate resources Controlling • Measure performance • Compare performance to standards • Take necessary action to improve performance Leads to Organizational efficiency and effectiveness Leads to Achievement of organizational mission and objectives Table 6.1 6.2 Planning 2. What are the four types of planning? Planning begins by anticipating potential problems or opportunities the organization may encounter. Managers then design strategies to solve current problems, prevent future problems, or take advantage of opportunities. These strategies serve as the foundation for goals, objectives, policies, and procedures. Put simply, planning is deciding what needs to be done to achieve organizational objectives, identifying when and how it will be done, and determining who should do it. Effective planning requires extensive information about the external business environment in which the firm competes, as well as its internal environment. There are four basic types of planning: strategic, tactical, operational, and contingency. Most of us use these different types of planning in our own lives.

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  Perspectives on Leadership

  From the Science of Management to Its Spiritual Heart

  • Gilbert W. Fairholm(Author)
  • 2000(Publication Date)
  • Praeger

    (Publisher)

  PARTI Leadership as Management Management, as a role for heads of organizations, involves con- trol over others' behaviors and actions. For most people a position of leadership centers around the Management role, its tasks and techniques—its technology. It conjures up ideas like controlling interpersonal relations, making decisions, aligning individual member actions and perceptions with corporate goals, planning, budgeting and directing the effort of the several followers en- gaged in the work with us. The manager role involves insuring that group activity is timed, controlled and predictable. The idea of business Management is pervasive and powerful in society. It defines those human attributes thought appropriate to success in the formal corporation, like competition, ambition and financial astuteness. The Western myth of managerial man is one of the dominant myths of our age. The central feature of this con- cept is the idea of Management. In the early days of this century (and even today), Management was given prominence over other, some arguably more important, human activities related to emo- tional needs, wider family relationships and social or intellectual aspirations. For many, Management has become the metaphor of the twentieth century, encompassing work, workers and work cultures. This page intentionally left blank 1 Evolution of the Manager as Leader Leadership is the oldest (organizational) profession. Management is the second oldest. The heads of the first social groups led because they possessed the following kinds of personal characteristics—they were the biggest, strongest, smartest, the best dressed. And, they were be- lieved to have the ear of the gods. Today most people would associate these characteristics with leadership. It was only later, when social groups became larger and more complex, that these head people began to move away from this personal kind of leadership to impersonal, ob- jective Management of the group's resources.

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  Business Management

  • James Burrow, Brad Kleindl, Michael Becraft, , James Burrow, Brad Kleindl, Michael Becraft(Authors)
  • 2016(Publication Date)
  • Cengage Learning EMEA

    (Publisher)

  They also serve as a communications link between employees and other levels of Management. • Management information systems help managers reduce the amount of time they spend on controlling activities. Data must be collected, organized, and made available to managers so they can make deci-sions quickly and efficiently. • Effective problem solving involves (1) identifying the problem, (2) gathering relevant information or data, (3) determining alternative courses of action, (4) evaluating each alternative, (5) selecting an opti-mal solution, (6) implementing the decision, and (7) evaluating the decision over time and making changes as necessary. REVIEW BUSINESS Management TERMS Match each term with the correct definition. 1. A common set of activities that makes up an important part of a manager’s job. 2. A computer-based system that stores, organizes, and provides information about a business. 3. A difficult situation requiring a solution. 4. A procedure used to evaluate the work and accomplishment of an employee and provide feedback on performance. 5. A sign or indication of something that appears to be the problem. 6. A systematic way to explore the consequences of specific choices using computer software. 7. An experienced manager who meets regularly with a new manager to provide feedback and advice. 8. Documents identifying the tasks to be done, employees assigned to the work, and the time frame for completion of each task. 9. Someone who is subject to the authority and control of another person. 10. The fundamental guidelines for the decisions and actions of managers. Assessment Copyright 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience.

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  Skills for Planning Practice

  • Ted Kitchen(Author)
  • 2017(Publication Date)
  • Red Globe Press

    (Publisher)

  They have been much aided in this by the development by the organization representing chief planning officers of thinking about what constitutes excellence in the delivery of planning services (see, for example, Planning Officers Society, 2002, 2003). Much of this government pressure has focused on improv-ing development control performance when measured by the speed of decision-making. As we have seen previously, this has arisen from the British government’s near obsession with this particular element of the planning service, which has been accompanied by a regime of sticks (tar-gets set, with the threat of government intervention if local planning authorities don’t meet these targets; ODPM, 2003a) and carrots (a reward Organizational, Management and Political Context Skills 183 Box 7.6 Leadership and Management functions compared Huczynski and Buchanan distinguish between leadership and Management functions in four common types of activity in organizations: ● In creating an agenda, the task of the leader is to establish the broad vision of the future and to set the direction, whereas the job of the man-ager is to turn this into operational effectiveness through actions such as planning, budgeting and resource allocation. ● In developing people, the leader brings groups together, communicates visions and strategies and secures buy-in on the parts of the emergent teams, whereas the manager organizes staffing, sets up structures, and puts in place appropriate procedures. ● In the execution of key tasks, the leader motivates and inspires, energizing people to overcome difficulties, whereas the manager controls, solves problems as they arise, monitors and tasks corrective action as needed. ● In terms of the outcomes that can arise from their actions, leaders can produce positive and sometimes even dramatic change, whereas man-agers are more likely to produce order, consistency and predictability. Most organizations (and planning organizations are no different) need both of these elements to be operating in complementary ways, with an appropriate balance established between them.

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  Management Practice NQF2 SB

  TVET FIRST

  • T Krul P Makwetla(Author)
  • 2013(Publication Date)
  • Macmillan

    (Publisher)

  The Management functions Assessment activity 2.1 Work individually on this activity. List each of the Management functions. Planning Planning is the first of the four Management functions. This involves setting objectives and coming up with the steps or course of action for achieving these objectives. Planning is also valuable in decision-making and helps a business avoid failure. Words & Terms chaos : a situation where there is confusion contribute : to put effort toward a common goal monitoring : watching something so that you always know what is happening with it The Management Functions Organising Planning Controlling Leading 40 Topic 2: Module 1 Components of the planning function The difference between a successful and unsuccessful manager lies in the planning. Managers need to be aware of factors in the environment that will influence and affect the organisation. With this knowledge, managers will be able to forecast future conditions. To carry out the planning function, managers also need to be good decision-makers. The planning process consists of five steps. Step 1 Environmental scanning The process begins with environmental scanning, which means that planners must be aware of the critical possibilities facing their organisation. These possibilities may include economic conditions, the competitors and the customers. Environmental scanning may be done through a SWOT Analysis (strengths, weaknesses, opportunities, threats). This is discussed in further detail later. Step 2 Forecasting Once environmental scanning has been done, planners must then try to forecast future conditions. This means that managers make educated guesses about what the future will be like for each of the elements identified during environmental scanning. These forecasts form the starting point for planning. Step 3 Setting objectives Planners must set objectives, which are statements of what needs to be achieved and when they should be achieved.

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