Management

                       Management in all business and human organization activity is the act of getting people together to accomplish desired goals and objectives. 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.

        Because organisations 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

Management can also refer to the person or people who perform the act(s) of management.

Nature of managerial work
In for-profit work, management has as its primary function the satisfaction of a range of stakeholders. This typically involves making a profit (for the shareholders), creating valued products at a reasonable cost (for customers), and providing rewarding employment opportunities (for employees). In nonprofit management, add the importance of keeping the faith of donors. In most models of management/governance, shareholders vote for the 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 public sector of countries constituted as representative democracies, voters elect politicians to public office. Such politicians hire many managers and administrators, and in some countries like the United States political appointees lose their jobs on the election of a new president/governor/mayor.

21st century Management
     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 nonprofits and to government: such as public administration, public management, and educational management. Further, management programs related to civil-society organizations have also spawned programs in nonprofit management and social entrepreneurship.

       Note that many of the assumptions made by management have come under attack from business ethics viewpoints, critical management studies, and 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 of organizations. In some cases, management has even rewarded itself with bonuses when lower level employees have been laid off.

Management topics
Basic functions of management
Management operates through various functions, often classified as planning, organizing, leading/directing, and controlling/monitoring.
    * Planning: Deciding what needs to happen in the future (today, next week, next month, next year, over the next 5 years, etc.) and generating plans for action.
    * Organizing: (Implementation) making optimum use of the resources required to enable the successful carrying out of plans.
    * Staffing: Job Analyzing, recruitment, and hiring individuals 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, which may need modification based on feedback.

Formation of the business policy
    * The mission of the business is its 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.

How to implement 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.

Where policies and strategies fit into 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 strategic ones.

Multi-Divisional management hierarchy

The management of a large organization may have three levels:
   1. Senior management (or "top management" or "upper management")
   2. Middle management
   3. Low-level management, such as supervisors or team-leaders
   4. Foreman
   5. Rank and File

Top-level management
    * Require an extensive knowledge of management roles and skills.
    * They have to be very aware of external factors such as markets.
    * Their decisions are generally of a long-term nature
    * Their decisions are made using analytic, directive, conceptual and/or behavioral/participative processes
    * They are responsible for strategic decisions.
    * They have to chalk out the plan and see that plan may be effective in the future.
    * They are executive in nature.

Middle management
    * Mid-level managers have a specialized understanding of certain managerial tasks.
    * They are responsible for carrying out the decisions made by top-level management.

Lower management
    * This level of management ensures that the decisions and plans taken by the other two are carried out.
    * Lower-level managers' decisions are generally short-term ones.

Foreman / lead hand
    * They are people who have direct supervision over the working force in office factory, sales field or other workgroup or areas of activity.

Rank and File
    * The responsibilities of the persons belonging to this group are even more restricted and more specific than those of the foreman.