management

n.

1. The act, manner, or practice of managing; handling, supervision, or control: management of a crisis; management of factory workers.
2. The person or persons who control or direct a business or other enterprise.
3. Skill in managing; executive ability.

Combined fields of policy and administration and the people who provide the decisions and supervision necessary to implement the owners' business objectives and achieve stability and growth. The formulation of policy requires analysis of all factors having an effect on short- and long-term profits. The administration of policies is carried out by the Chief Executive Officer, his or her immediate staff, and everybody else who possesses authority delegated by people with supervisory responsibility. Thus the size of management can range from one person in a small organization to multilayered management hierarchies in large, complex organizations. The top members of management, called senior management, report to the owners of a firm; in large corporations, the Chairman of the Board the President , and sometimes other key senior officers report to the Board of Directors, comprising elected representatives of the owning stockholders. The application of scientific principles to decision-making is called management science. See also Organization Chart.

1. Collective administrative heads of a company, institution, business, etc., who are responsible for conducting the affairs of the company (institution, business, etc.) for meeting its short-range and long-range objectives, and for maintaining it as a profit-making organization and/or an ongoing enterprise.

2. Leading or supervising of an organization, business operation, or the like.

3. Wise use of means to accomplish a purpose.

Throughout the years, the role of a manager has changed. Years ago, managers were thought of as people who were "the boss." While that might still be true today, many managers view themselves as leaders rather than as people who tell subordinates what to do. The role of a manager is comprehensive and often very complex. Not everyone wants to be a manager, nor should everyone consider being a manager.

A Definition of Management

Some would define management as an art, while others would define it as a science. Whether management is an art or a science isn't what is most important. Management is a process that is used to accomplish organizational goals; that is, a process that is used to achieve what an organization wants to achieve. An organization could be a business, a school, a city, a group of volunteers, or any governmental entity. Managers are the people to whom this management task is assigned, and it is generally thought that they achieve the desired goals through the key functions of (1) planning, (2) organizing, (3) directing, and (4) controlling. Some would include leading as a managing function, but for the purposes of this discussion, leading is included as a part of directing.

The four key functions of management are applied throughout an organization regardless of whether it is a business, a government agency, or a church group. In a business, which will be the focus here, many different activities take place. For example, in a retail store there are people who buy merchandise to sell, people to sell the merchandise, people who prepare the merchandise for display, people who are responsible for advertising and promotion, people who do the accounting work, people who hire and train employees, and several other types of workers. There might be one manager for the entire store, but there are other managers at different levels who are more directly responsible for the people who perform all the other jobs. At each level of management, the four key functions of planning, organizing, directing, and controlling are included. The emphasis changes with each different level of manager, as will be explained later.

Planning Planning in any organization occurs in different ways and at all levels. A top-level manager, say the manager of a manufacturing plant, plans for different events than does a manager who supervises, say, a group of workers who are responsible for assembling modular homes on an assembly line. The plant manager must be concerned with the overall operations of the plant, while the assembly-line manager or supervisor is only responsible for the line that he or she oversees.

Planning could include setting organizational goals. This is usually done by higher-level managers in an organization. As a part of the planning process, the manager then develops strategies for achieving the goals of the organization. In order to implement the strategies, resources will be needed and must be acquired. The planners must also then determine the standards, or levels of quality, that need to be met in completing the tasks.

In general, planning can be strategic planning, tactical planning, or contingency planning. Strategic planning is long-range planning that is normally completed by top-level managers in an organization. Examples of strategic decisions managers make are who the customer or clientele should be, what products or services should be sold, and where the products and services should be sold.

Short-range or tactical planning is done for the benefit of lower-level managers, since it is the process of developing very detailed strategies about what needs to be done, who should do it, and how it should be done. To return to the previous example of assembling modular homes, as the home is nearing construction on the floor of the plant, plans must be made for the best way to move it through the plant so that each worker can complete assigned tasks in the most efficient manner. These plans can best be developed and implemented by the line managers who oversee the production process rather than managers who sit in an office and plan for the overall operation of the company. The tactical plans fit into the strategic plans and are necessary to implement the strategic plans.

Contingency planning allows for alternative courses of action when the primary plans that have been developed don't achieve the goals of the organization. In today's economic environment, plans may need to be changed very rapidly. Continuing with the example of building modular homes in the plant, what if the plant is using a nearby supplier for all the lumber used in the framing of the homes and the supplier has a major warehouse fire and loses its entire inventory of framing lumber. Contingency plans would make it possible for the modular home builder to continue construction by going to another supplier for the same lumber that it can no longer get from its former supplier.

Organizing Organizing refers to the way the organization allocates resources, assigns tasks, and goes about accomplishing its goals. In the process of organizing, managers arrange a framework that links all workers, tasks, and resources together so the organizational goals can be achieved. The framework is called organizational structure, which is discussed extensively in another article. Organizational structure is shown by an organizational chart, also discussed extensively in another article. The organizational chart that depicts the structure of the organization shows positions in the organization, usually beginning with the top-level manager (normally the president) at the top of the chart. Other managers are shown below the president.

There are many ways to structure an organization, which are discussed extensively in the articles referred to previously. It is important to note that the choice of structure is important for the type of organization, its clientele, and the products or services it provides—all which influence the goals of the organization.

Directing Directing is the process that many people would most relate to managing. It is supervising, or leading workers to accomplish the goals of the organization. In many organizations, directing involves making assignments, assisting workers to carry out assignments, interpreting organizational policies, and informing workers of how well they are performing. To effectively carry out this function, managers must have leadership skills in order to get workers to perform effectively.

Some managers direct by empowering workers. This means that the manager doesn't stand like a taskmaster over the workers barking out orders and correcting mistakes. Empowered workers usually work in teams and are given the authority to make decisions about what plans will be carried out and how. Empowered workers have the support of managers who will assist them to make sure the goals of the organization are being met. It is generally thought that workers who are involved with the decision-making process feel more of a sense of ownership in their work, take more pride in their work, and are better performers on the job.

By the very nature of directing, it should be obvious that the manager must find a way to get workers to perform their jobs. There are many different ways managers can do this in addition to empowerment, and there are many theories about the best way to get workers to perform effectively and efficiently. Management theories and motivation are important topics and are discussed in detail in other articles.

Controlling The controlling function involves the evaluation activities that managers must perform. It is the process of determining if the company's goals and objectives are being met. This process also includes correcting situations in which the goals and objectives are not being met. There are several activities that are a part of the controlling function.

Managers must first set standards of performance for workers. These standards are levels of performance that should be met. For example, in the modular home assembly process, the standard might be to have a home completed in eight working days as it moves through the construction line. This is a standard that must then be communicated to managers who are supervising workers, and then to the workers so they know what is expected of them.

After the standards have been set and communicated, it is the manager's responsibility to monitor performance to see that the standards are being met. If the manager watches the homes move through the construction process and sees that it takes ten days, something must be done about it. The standards that have been set are not being met. In this example, it should be relatively easy for managers to determine where the delays are occurring. Once the problems are analyzed and compared to expectations, then something must be done to correct the results. Normally, the managers would take corrective action by working with the employees who were causing the delays. There could be many reasons for the delays. Perhaps it isn't the fault of the workers but instead is due to inadequate equipment or an insufficient number of workers. Whatever the problem, corrective action should be taken.

Managerial Skills

To be an effective manager, it is necessary to possess many skills. Not all managers have all the skills that would make them the most effective manager. As technology advances and grows, the skills that are needed by managers are constantly changing. Different levels of management in the organizational structure also require different types of management skills. Generally, however, managers need to have communication skills, human skills, computer skills, time-management skills, and technical skills.

Communication Skills Communication skills fall into the broad categories of oral and written skills, both of which managers use in many different ways. It is necessary for a manager to orally explain processes and give direction to workers. It is also necessary for managers to give verbal praise to workers. Managers are also expected to conduct meetings and give talks to groups of people.

An important part of the oral communication process is listening. Managers are expected to listen to their supervisors and to their workers. A manager must hear recommendations and complaints on a regular basis and must be willing to follow through on what is heard. A manager who doesn't listen is not a good communicator.

Managers are also expected to write reports, letters, memos, and policy statements. All of these must be written in such a way that the recipient can interpret and understand what is being said. This means that managers must write clearly and concisely. Good writing requires good grammar and composition skills. This is something that can be learned by those aspiring to a management position.

Human Skills Relating to other people is vital in order to be a good manager. Workers come in about every temperament that can be imagined. It takes a manager with the right human skills to manage this variety of workers effectively. Diversity in the workplace is commonplace. The manager must understand different personality types and cultures to be able to supervise these workers. Human skills cannot be learned in a classroom; they are best learned by working with people. Gaining an understanding of personality types can be learned from books, but practice in dealing with diverse groups is the most meaningful preparation.

Computer Skills Technology changes so rapidly it is often difficult to keep up with the changes. It is necessary for managers to have computer skills in order to keep up with these rapid changes. Many of the processes that occur in offices, manufacturing plants, warehouses, and other work environments depend on computers and thus necessitate managers and workers who can skillfully use the technology. Although computers can cause headaches, at the same time they have simplified many of the tasks that are performed in the workplace.

Time-Management Skills Because the typical manager is a very busy person, it is important that time be managed effectively. This requires an understanding of how to allocate time to different projects and activities. A manager's time is often interrupted by telephone calls, problems with workers, meetings, others who just want to visit, and other seemingly uncontrollable factors. It is up to the manager to learn how to manage time so that work can be completed most efficiently. Good time-management skills can be learned, but managers must be willing to prioritize activities, delegate, deal with interruptions, organize work, and perform other acts that will make them better managers.

Technical Skills Different from computer skills, technical skills are more closely related to the tasks that are performed by workers. A manager must know what the workers who are being supervised are doing on their jobs or assistance cannot be provided to them. For example, a manager who is supervising accountants needs to know the accounting processes; a manager who is supervising a machinist must know how to operate the equipment; and a manager who supervises the construction of a home must know the sequence of operations and how to perform them.

Management Thought

There are many views of management, or schools of management thought, that have evolved over the years. What follows is a brief discussion of some of the theories of management that have greatly affected how managers manage today.

Classical Thought The classical school of management thought emerged throughout the late 1800s and early 1900s as a result of the Industrial Revolution. Since the beginning of time, managers have needed to know how to perform the functions discussed earlier. The Industrial Revolution emphasized the importance of better management as organizations grew larger and more complex. As industry developed, managers had to develop systems for controlling inventory, production, scheduling, and human resources. It was the managers who emerged during the Industrial Revolution, many who had backgrounds in engineering, who discovered that they needed organized methods in order to find solutions to problems in the workplace.

Classical management theorists thought there was one way to solve management problems in the industrial organization. Generally, their theories assumed that people could make logical and rational decisions while trying to maximize personal gains from their work situations. The classical school of management is based on scientific management which has its roots in Henri Fayol's work in France and the ideas of German sociologist Max Weber. Scientific management is a type of management that bases standards upon facts. The facts are gathered by observation, experimentation, or sound reasoning. In the United States, scientific management was further developed by individuals such as Charles Babbage (1792–1871), Frederick W. Taylor (1856–1915), and Frank (1868–1924) and Lillian (1878–1972) Gilbreth.

Behavioral Management Thought It was because the classical management theorists were so machine-oriented that the behavioralists began to develop their thinking. The behavioral managers began to view management from a social and psychological perspective. These managers were concerned about the well-being of the workers and wanted them to be treated as people, not a part of the machines.

Some of the early behavioral theorists were Robert Owen (1771–1858), a British industrialist who was one of the first to promote management of human resources in an organization; Hugo Munsterberg(1863–1916), the father of industrial psychology; Walter Dill Scott (1869–1955), who believed that managers need to improve workers' attitudes and motivation in order to increase productivity; and Mary Parker Follett (1868–1933), who believed that a manager's influence should come naturally from his or her knowledge, skill, and leadership of others.

In the behavioral management period, there was a human relations movement. Advocates of the human relations movement believed that if managers focused on employees rather than on mechanistic production, then workers would become more satisfied and thus more productive laborers. Human relations management supported the notion that managers should be paternalistic and nurturing in order to build work groups that could be productive and satisfied.

The behavioral science movement was also an important part of the behavioral management school. Advocates of this movement stressed the need for scientific studies of the human element of organizations. This model for management emphasized the need for employees to grow and develop in order to maintain a high level of self-respect and remain productive workers. The earliest advocates of the behavioral science movement were Abraham Maslow (1908–1970), who developed Maslow's hierarchy of needs, and Douglas McGregor (1906–1964), who developed Theory X and Theory Y. These theories are discussed in depth in other articles.

Contemporary Management Thought In more recent years, new management thoughts have emerged and influenced organizations. One of these is the sociotechnical system. A system is a set of complementary elements that function as a unit for a specific purpose. Systems theorists believe that all parts of the organization must be related and that managers from each part must work together for the benefit of the organization. Because of this relationship, what happens in one part of the organization influences and affects other parts of the organization.

Another contemporary approach to managing involves contingency theories. This approach states that the manager should use the techniques or styles that are most appropriate for the situation and the people involved. For example, a manager of a group of Ph.D. chemists in a laboratory would have to use different techniques from a manager of a group of teenagers in a fastfood restaurant.

Closed Management Systems Within the classical and behavioral approaches to management, the managers look only within the organization to improve productivity and efficiency. This is a closed system—the organization operates as though it is in its own environment. Outside influence and information are blocked out.

Open Management Systems Another perspective is the open system. As one would expect, here the organization functions in conjunction with its external environment, acting with and relying upon other systems. Advocates of an open system believe that an organization cannot avoid the influence of outside forces.

Summary

Management is a very complex process to which this article is but a brief introduction. Many other articles in this encyclopedia provide extensive insight into the many aspects of management.

Bibliography

Nickels, William G., McHugh, James M., and McHugh, Susan. (1987). Understanding Business. Chicago: Irwin.

Pierce, Jon L., and Dunham, Randall B. (1990). Managing. Glenview, IL: Scott, Foresman/Little, Brown Higher Education.

[Article by: ROGER L. LUFT]

noun

1. Authoritative control over the affairs of others: administration, direction, government, superintendence, supervision. See over/under.
2. The careful guarding of an asset: conservancy, conservation, husbandry, preservation. See keep/release.
3. An act or instance of guiding: direction, guidance, lead, leadership. See affect/ineffectiveness.

n

Definition: persons running an organization
Antonyms: employees, workers

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1. Corporate power elites distinguished primarily by their distance from actual productive work and their chronic failure to manage (see also suit). Spoken derisively, as in “Management decided that ...”.

2. Mythically, a vast bureaucracy responsible for all the world's minor irritations. Hackers' satirical public notices are often signed ‘The Mgt’; this derives from the Illuminatus novels (see the Bibliography in Appendix C).

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n

The planning, organizing, directing, and controlling of the enterprise’s operation so that objectives can be achieved economically and efficiently through others.

The body of individuals who run major businesses, usually without owning them but often with the reward of stock options.

Technique, practice or science of managing or controlling; the skillful use of resources and time; the specific treatment of a disease or disorder.

• m. factors — parts of the management program that influence the occurrence and prevalence of disease. They include such things as feeding, breeding program, culling program, genetic selection, disease prevention, cash flow, capital accessibility and manager factors.
• m. groups — livestock grouped according to management parameters, usually age, sex, purpose.
• m. history — history of a herd or flock which includes all management operations.

IN BRIEF: Controlling or directing. Also: The persons who direct a certain business.

Success is good management in action. — William E. Holler

• David Maister's Passion, People and Principles Professional business practice

Quotes:

"Pay your people the least possible and you'll get from them the same." - Malcolm S. Forbes

"Remember that when an employee enters your office, they are in a strange land." - Erwin H. Schell

"An executive is someone who talks with visitors so the other employees can get their work done." - Source Unknown

"Surround yourself with the best people you can find, delegate authority, and don't interfere." - Ronald Reagan

"Man is the principal syllable in Management." - C. T. Mckenzie

"Good managers have a bias for action." - Thomas J. Peters

See more famous quotes about Management

This entry is from Wikipedia, the leading user-contributed encyclopedia. It may not have been reviewed by professional editors (see full disclaimer)

Common misspelling(s) of management

• managment

Dansk (Danish)
n. - ledelse, styring, administration, forvaltning, virksomhedsledelse

Nederlands (Dutch)
bedrijfsleiding, management, bestuur, leiding, (gebruik met) overleg, list, beheer

Français (French)
n. - gestion, management, direction, administration

Deutsch (German)
n. - Management, Leitung, Handhabung, Verwaltung, Direktion

Ελληνική (Greek)
n. - διοίκηση, διαχείριση, διεύθυνση, χειρισμός

Italiano (Italian)
direzione, gestione

Português (Portuguese)
n. - gerenciamento

Русский (Russian)
управление, администрация, умение справляться (с работой), чуткое отношение

Español (Spanish)
n. - dirección, gerencia, junta directiva, gestión, administración

Svenska (Swedish)
n. - skötsel, förvaltning, regim, handhavande, manövrerande, list

中文（简体）(Chinese (Simplified))
经营, 处理, 管理

中文（繁體）(Chinese (Traditional))
n. - 經營, 處理, 管理

한국어 (Korean)
n. - 취급법, 조작, 처리 , 잘 다루기, 경영자

日本語 (Japanese)
n. - 経営, 管理, 取り扱い, 操作, 駆け引き, 経営者, 管理者, 処理, やりくり, 操縦術, 術策, 経営陣

العربيه (Arabic)
‏(الاسم) تعامل, مسايسه‏

עברית (Hebrew)
n. - ‮הנהלה, ניהול, תבונה, טיפול, תחבולה‬

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