principles

• Management is the art of getting things done through people in the organization
• Managers give organizations a sense of purpose and direction
• Managers create new ways of producing and distributing goods and services
• Managers change how the world works through their actions
• Management is getting things done through others
• Management is an activity concerned with the efficient use of resources like men, money, and materials
• Management is a group activity that cannot exist independent of the group or organization it manages
• Management is a universal phenomenon
• Management is a goal-oriented, purposeful, and a process involving planning, organizing, directing, and controlling human and material resources
• Management is an integrating process that combines men, machines, and materials for achieving goals
• Management is intangible and abstract
• Management is a profession with established principles being applied in practice
• Management is a science and an art concerned with applying knowledge for organizational problem-solving
• Management is dynamic, adapting to social changes and introducing innovation
• Management involves decision-making at various levels
• Management applies economic principles for controlling men and materials in the organization
• Management is concerned with direction, control, and the active direction of human effort
• Planning involves choosing goals, identifying actions, allocating responsibilities, measuring success, and revising plans
• Organizing involves deciding who will perform tasks, where decisions will be made, and how different parts of the organization fit together
• Controlling monitors performance against goals, intervenes when goals are not met, and takes corrective action
• Leading is motivating, influencing, and directing others in the organization to work productively
• General managers, functional managers, and frontline managers
• Levels of management
• Top, middle, and lower management
• Corporate-Level General Managers
• CEO, CFO, COO, CTO formulate strategies, organize divisions, and manage relationships
• Business-Level General Managers
• Head different divisions, report to the CEO, and translate strategic vision into concrete plans
• Functional Managers
• Responsible for specific business functions, develop strategies, and provide information for formulating realistic strategies
• Frontline Managers
• Manage non-managerial employees, critical for organization performance, and responsible for day-to-day activities
• Becoming a Manager
• Journey from specialist to manager, mastering the job, and dealing with people challenges
• Management Roles
• Interpersonal roles involve interacting with others inside and outside the organization
• Informational roles include collecting, processing, and disseminating information
• Decisional roles deal with action, innovation, problem-solving, resource allocation, and negotiation
• Managerial Values
• Enacted, espoused, shared, and ethical values guide behavior and decision-making