Management

 
Management in all business and organizational activities is the act of getting people together to accomplish desired goals and objectivesusing available resources efficiently and effectively. Management comprises planning, organizing, staffing, leading or directing, and controllingan 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. Since organizations 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.

Basic roles:

• Interpersonal: roles that involve coordination and interaction with employees. 
• Informational: roles that involve handling, sharing, and analyzing information.
• Decisional: roles that require decision-making. 

Management skills:

• Political: used to build a power base and establish connections.
• Conceptual: used to analyze complex situations. 
• Interpersonal: used to communicate, motivate, mentor and delegate.
• Diagnostic: the ability to visualize most appropriate response to a situation .

Levels of management:
    Most organizations have three management levels:

1. low-level.
2. middle-level.
3. top-level managers.

These managers are classified in a hierarchy of authority, and perform different tasks. In many organizations, the number of managers in every level resembles a pyramid. Each level is explained below in specifications of their different responsibilities and likely job titles. Top-level managers: Consists of board of directors, president, vice-president, CEOs, etc. They are responsible for controlling and overseeing the entire organization. They develop goals, strategic plans, company policies, and make decisions on the direction of the business. In addition, top-level managers play a significant role in the mobilization of outside resources and are accountable to the shareholders and general public.

    According to Lawrence S. Kleiman, the following skills are needed at the top m

anagerial level:

    Broadened understanding of how: competition, world economies, politics, and social trends effect organizational effectiveness .

Middle-level managers: Consist of general managers, branch managers and department managers. They are accountable to the top management for their department's function. They devote more time to organizational and directional functions. Their roles can be emphasized as executing organizational plans in conformance with the company's policies and the objectives of the top management, they define and discuss information and policies from top management to lower management, and most importantly they inspire and provide guidance to lower level managers towards better performance.
Some of their functions are as follows:

• Designing and implementing effective group and intergroup work and information systems. 
• Defining and monitoring group-level performance indicators.
• Diagnosing and resolving problems within and among work groups.
• Designing and implementing reward systems supporting cooperative behavior.

low-level managers: Consist of supervisors, section leads, foremen, etc. They focus on controlling and directing. They usually have the responsibility of assigning employees tasks, guiding and supervising employees on day-to-day activities, ensuring quality and quantity production, making recommendations, suggestions, and up channeling employee problems, etc. First-level managers are role models for employees that provide:

1. Basic supervision.
2. Motivation.
3. Career planning.
4. Performance feedback.
5. supervising the staffs.