Part 1. Definition of Management

“Management" (from Old French ménagement "the art of conducting, directing", from Latin manu agere "to lead by the hand") characterizes the process of leading and directing all or part of an organization, often a business, through the deployment and manipulation of resources (human, financial, material, intellectual or intangible). Early twentieth-century management writer Mary Parker Follett defined management as "the art of getting things done through people." We define management as the process of designing and maintaining an internal environment in which individuals working together in groups, accomplish efficiently selected aims.

One can also think of management functionally, as the action of measuring a quantity on a regular basis and of adjusting some initial plan, and as the actions taken to reach one's intended goal. This applies even to situations where planning does not take place. Traditionally, the term “management” refers to the activities (and often the group people) involved in the four general management functions listed below:

1) Planning, including identifying goals, objectives, methods, resources needed to carry out methods, responsibilities and dates for completion of tasks. Examples of planning are strategic planning, business planning, project planning, staffing planning, advertising and promotions planning, etc.

2) Organizing resources to achieve the goals in an optimum fashion. Examples are organizing new departments, human resources, office and file systems, re-organizing businesses, etc.

3) Leading, including to set direction for the organization, groups and individuals and also influence people to follow that direction. Examples are establishing strategic direction (vision, values, mission and / or goals) and championing methods of organizational performance management to pursue that direction.

4) Controlling the organization's systems, processes and structures to reach effectively and efficiently goals and objectives. This includes ongoing collection of feedback, and monitoring and adjustment of systems, processes and structures accordingly. Examples include use of financial controls, policies and procedures, performance management processes, measures to avoid risks etc.

Another common view is that "management" is getting things done through others. Yet another view, quite apart from the traditional view, asserts that the job of management is to support employee's efforts to be fully productive members of the organizations and citizens of the community.

To most employees, the term "management" probably means the group of people (executives and other managers) who are primarily responsible for making decisions in the organization. In a nonprofit enterprise, the term "management" might refer to all or any of the activities of the board, executive director and/or program directors.

 

Part 2. Managers

Management applies to managers at all organizational levels, to small and large organizations, to profit and not-for-profit enterprises, to manufacturing as well as service industries.Organizations are two or more people working together in a structured, formal environment to achieve common goals. Managers provide guidance, implementation, and coordination so those organizational goals can be reached. The modern manager coaches employees of the organization to develop teamwork, which effectively fulfills their needs and achieves organizational objectives. The traditional autocratic organization with its hierarchical system of management and an overbearing "boss" that forces performance out of people is no longer needed. The modern manager provides an atmosphere of empowerment by letting workers make decisions and inspiring people to boost productivity.

A classic definition of a”manager” is that “leaders do the right thing and managers do things right.” A more standard definition is usually something like “managers work toward the organization’s goals using its resources in an effective and efficient manner.” Managers are charged with responsibility of taking actions that will make it possible for individuals to make the best contributions to group objectives.

The scope of authority held may vary and the types of problems dealt with may be considerably different, but all managers, including top managers, middle managers and first-line managers, obtain results by establishing an environment for effective group endeavour. Top (or executive) managersare responsible for overseeing the whole organization and typically engage in more strategic and conceptual matters, with less attention to day-to-day detail. Top managers have middle managers working for them and who are in charge of a major function or department. Middle managers may have first-line supervisors working for them and who are responsible to manage the day-to-day activities of a group of workers.

Note that you can also have different types of managers across the same levels in the organization. A project manager is in charge of developing a certain project, e.g., development of a new building. A functional manager is in charge of a major function, such as a department in the organization, e.g., marketing, sales, engineering, finance, etc. A product manager is in charge of a product or service. Similarly, a product line manager is in charge of a group of closely related products. General managers are in charge of numerous functions within an organization or department.

In a very real sense, in all kinds of organizations, whether business or non-business, the logical and most desirable aim of all managers should be a surplus – managers must establish an environment in which people can accomplish group goals with the least amount of time, money, materials and personal dissatisfaction, or they can achieve as much as possible of a desired goal with available resources. In a non-business enterprise, such as a police department or hospital, that are not responsible for total business profits, managers still have goals and should strive to accomplish as much as possible with available resources.