Management

Management included as one of the factors of production - along with machines, materials and money

Manager redirects here.

For other uses, see
Management (disambiguation) and Manager (disambiguation).

Ghislain Deslandes denes it as a vulnerable force,

under pressure to achieve results and endowed with
the triple power of constraint, imitation and imagination, operating on subjective, interpersonal, institutional and environmental levels.[4]

Management in businesses and organizations is the function that coordinates the eorts of people to accomplish
goals and objectives by using available resources eciently and eectively.

Peter Drucker (19092005) saw the basic task of a

management as twofold: marketing and innovation.
Nevertheless, innovation is also linked to marketing
(product innovation is a central strategic marketing
issue). Peter Drucker identies marketing as a key
essence for business success, but management and
marketing are generally understood as two dierent
branches of business administration knowledge.

Management includes planning, organizing, stang,

leading or directing, and controlling an organization to
accomplish the goal or target. Resourcing encompasses
the deployment and manipulation of human resources,
nancial resources, technological resources, and natural
resources. Management is also an academic discipline, a
social science whose objective is to study social organization.

Andreas Kaplan specically denes European Management as a cross-cultural, societal management

approach based on interdisciplinary principles.[5]

Etymology

Directors and managers should have the authority

and responsibility to make decisions to direct an enterprise when given the authority

The English verb manage comes from the Italian

maneggiare (to handle, especially tools), which derives
from the two Latin words manus (hand) and agere (to act).

As a discipline, management comprises the interlocking functions of formulating corporate policy

and organizing, planning, controlling, and directing
a rms resources to achieve a policys objectives

The French word for housekeeping, mnagerie, derived

from mnager (to keep house"; compare mnage for
household), also encompasses taking care of domestic animals. The French word mesnagement (or mnagement) inuenced the semantic development of the English word management in the 17th and 18th centuries.[1]

The size of management can range from one person

in a small rm to hundreds or thousands of managers
in multinational companies.

Note that Mnagerie is the French translation of

Xenophon's famous book Oeconomicus[2] (Greek: ) on household matters and husbandry.

In large rms, the board of directors formulates the

policy that the chief executive ocer implements.[6]

While the Italian word maneggiare refers to subaltern responsibilities, the modern Italian language would characterize the work of an executive as gestire.
2.1

Theoretical scope

Management involves identifying the mission, objective,

procedures, rules and manipulation[7] of the human capital of an enterprise to contribute to the success of the enterprise. This implies eective communication: an enterprise environment (as opposed to a physical or mechanical mechanism) implies human motivation and implies
some sort of successful progress or system outcome. As
such, management is not the manipulation of a mechanism (machine or automated program), not the herding
of animals, and can occur either in a legal or in an illegal
enterprise or environment. Management does not need
to be seen from enterprise point of view alone, because

Denitions

Views on the denition and scope of management include:

According to Henri Fayol, to manage is to forecast
and to plan, to organise, to command, to co-ordinate
and to control.[3]
Fredmund Malik denes it as the transformation of
resources into utility.
1

4 HISTORICAL DEVELOPMENT

management is an essential function to improve ones life

and relationships. Management is therefore everywhere
and it has a wider range of application. Based on this,
management must have humans, communication, and a
positive enterprise endeavor. Plans, measurements, motivational psychological tools, goals, and economic measures (prot, etc.) may or may not be necessary components for there to be management. At rst, one views
management functionally, such as measuring quantity,
adjusting plans, meeting goals. This applies even in situations where planning does not take place. From this
perspective, Henri Fayol (18411925)[8] considers management to consist of six functions:
1. forecasting
2. planning
3. organizing
4. commanding

even non-protable organizations (NGOs) apply management concepts. The concept and its uses are not constrained. Management on the whole is the process of
planning, organizing, stang, leading and controlling.

3 Nature of managerial work

In protable organizations, managements primary function is the satisfaction of a range of stakeholders. This
typically involves making a prot (for the shareholders),
creating valued products at a reasonable cost (for customers), and providing great employment opportunities
for employees. In nonprot management, add the importance of keeping the faith of donors. In most models of
management and 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 is rare.

5. coordinating

In the public sector of countries constituted as

representative democracies, voters elect politicians
6. controlling
to public oce. Such politicians hire many managers
(Henri Fayol was one of the most inuential contributors and administrators, and in some countries like the United
States political appointees lose their jobs on the election
to modern concepts of management.)
of a new president/governor/mayor.
In another way of thinking, Mary Parker Follett (1868
1933), allegedly dened management as the art of getting things done through people.[9] She described man4 Historical development
agement as philosophy.[10]
Critics, however, nd this denition useful but far too
narrow. The phrase management is what managers do
occurs widely,[11] suggesting the diculty of dening
management without circularity, the shifting nature of
denitions and the connection of managerial practices
with the existence of a managerial cadre or of a class.

Some see management (by denition) as late-modern

(in the sense of late modernity) conceptualization. On
those terms it cannot have a pre-modern history, only
harbingers (such as stewards). Others, however, detect
management-like-thought back to Sumerian traders and
to the builders of the pyramids of ancient Egypt. Slaveowners through the centuries faced the problems of exploiting/motivating a dependent but sometimes unenthusiastic or recalcitrant workforce, but many pre-industrial
enterprises, given their small scale, did not feel compelled
to face the issues of management systematically. However, innovations such as the spread of Hindu numerals
(5th to 15th centuries) and the codication of doubleentry book-keeping (1494) provided tools for management assessment, planning and control.

One habit of thought regards management as equivalent to "business administration" and thus excludes management in places outside commerce, as for example in
charities and in the public sector. More broadly, every
organization must manage its work, people, processes,
technology, etc. to maximize eectiveness. Nonetheless, many people refer to university departments that
teach management as "business schools". Some such institutions (such as the Harvard Business School) use that
name, while others (such as the Yale School of Manage- With the changing workplaces of industrial revolutions in
ment) employ the broader term management.
the 18th and 19th centuries, military theory and practice
English-speakers may also use the term management contributed approaches to managing the newly-popular
or the management as a collective word describing factories.[14]
the managers of an organization, for example of a Given the scale of most commercial operations and the
corporation.[12] Historically this use of the term often lack of mechanized record-keeping and recording becontrasted with the term labor - referring to those being fore the industrial revolution, it made sense for most
managed.[13]
owners of enterprises in those times to carry out manageBut in the present era the concept of management is iden- ment functions by and for themselves. But with growtied in the wide areas and its frontiers have been pushed ing size and complexity of organizations, the split beto a broader range. Apart from protable organizations tween owners (individuals, industrial dynasties or groups

4.3

20th century

of shareholders) and day-to-day managers (independent 4.3 20th century

specialists in planning and control) gradually became
more common.
By about 1900 one nds managers trying to place their
theories on what they regarded as a thoroughly scientic
basis (see scientism for perceived limitations of this belief). Examples include Henry R. Towne's Science of
management in the 1890s, Frederick Winslow Taylor's
4.1 Early writing
The Principles of Scientic Management (1911), Lillian
Gilbreth's Psychology of Management (1914),[18] Frank
While management (according to some denitions) has and Lillian Gilbreth's Applied motion study (1917), and
existed for millennia, several writers have created a back- Henry L. Gantt's charts (1910s). J. Duncan wrote the rst
ground of works that assisted in modern management college management-textbook in 1911. In 1912 Yoichi
theories.[15]
Ueno introduced Taylorism to Japan and became the rst
Some ancient military texts have been cited for lessons management consultant of the Japanese-management
that civilian managers can gather. For example, Chi- style. His son Ichiro Ueno pioneered Japanese quality
nese general Sun Tzu in the 6th century BCE, The Art of assurance.
War, recommends being aware of and acting on strengths The rst comprehensive theories of management apand weaknesses of both a managers organization and a peared around 1920. The Harvard Business School offoes.[15]
fered the rst Master of Business Administration degree
Various ancient and medieval civilizations have produced (MBA) in 1921. People like Henri Fayol (18411925)
"mirrors for princes" books, which aim to advise new and Alexander Church described the various branches
monarchs on how to govern. Examples include the Indian of management and their inter-relationships. In the
Arthashastra by Chanakya (written around 300BCE), early 20th century, people like Ordway Tead (1891
and The Prince by Italian author Niccol Machiavelli (c. 1973), Walter Scott and J. Mooney applied the principles of psychology to management. Other writers,
1515).[16]
such as Elton Mayo (18801949), Mary Parker Follett
Further information: Mirrors for princes
(18681933), Chester Barnard (18861961), Max Weber (18641920), who saw what he called the adminWritten in 1776 by Adam Smith, a Scottish moral istrator as bureaucrat[19] ), Rensis Likert (19031981),
philosopher, The Wealth of Nations discussed ecient or- and Chris Argyris (* 1923) approached the phenomenon
ganization of work through division of labour.[16] Smith of management from a sociological perspective.
described how changes in processes could boost produc- Peter Drucker (19092005) wrote one of the earliest
tivity in the manufacture of pins. While individuals could books on applied management: Concept of the Corporaproduce 200 pins per day, Smith analyzed the steps in- tion (published in 1946). It resulted from Alfred Sloan
volved in manufacture and, with 10 specialists, enabled (chairman of General Motors until 1956) commissioning
production of 48,000 pins per day.[16]
a study of the organisation. Drucker went on to write 39
books, many in the same vein.

4.2

19th century

Classical economists such as Adam Smith (17231790)

and John Stuart Mill (18061873) provided a theoretical background to resource-allocation, production, and
pricing issues. About the same time, innovators like
Eli Whitney (17651825), James Watt (17361819),
and Matthew Boulton (17281809) developed elements
of technical production such as standardization, qualitycontrol procedures, cost-accounting, interchangeability
of parts, and work-planning. Many of these aspects of
management existed in the pre-1861 slave-based sector
of the US economy. That environment saw 4 million
people, as the contemporary usages had it, managed in
protable quasi-mass production.

H. Dodge, Ronald Fisher (18901962), and Thornton C.

Fry introduced statistical techniques into managementstudies. In the 1940s, Patrick Blackett worked in
the development of the applied-mathematics science of
operations research, initially for military operations. Operations research, sometimes known as management science (but distinct from Taylors scientic management),
attempts to take a scientic approach to solving decisionproblems, and can apply directly to multiple management
problems, particularly in the areas of logistics and operations.
Some of the more recent developments include the
Theory of Constraints, management by objectives,
reengineering, Six Sigma and various informationtechnology-driven theories such as agile software development, as well as group-management theories such as
Cogs Ladder.

Salaried managers as an identiable group rst became As the general recognition of managers as a class solidprominent in the late 19th century.[17]
ied during the 20th century and gave perceived prac-

5 TOPICS

titioners of the art/science of management a certain According to leadership academic Manfred F.R. Kets de
amount of prestige, so the way opened for popularised Vries, a contemporary senior management team will alsystems of management ideas to peddle their wares. In most inevitably have some personality disorders.[21]
this context many management fads may have had more
to do with pop psychology than with scientic theories of
management.
5 Topics
Towards the end of the 20th century, business management came to consist of six separate branches, namely:
5.1
1. nancial management
2. human resource management
3. information technology management (responsible
for management information systems)
4. marketing management
5. operations management or production management
6. strategic management

4.4

21st century

In the 21st century observers nd it increasingly dicult 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
nonprots 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 nonprot
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.

Basic functions

Management operates through ve basic functions:

planning, organizing, coordinating, commanding, and
controlling.[22]
Planning: Deciding what needs to happen in the future and generating plans for action(deciding in advance).
Organizing: Making sure the human and nonhuman resources are put into place
Coordinating: Creating a structure through which
an organizations goals can be accomplished.
Commanding: Determining what must be done in
a situation and getting people to do it.
Controlling: Checking progress against plans.

5.2 Basic roles

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

As one consequence, workplace democracy (sometimes 5.3 Managerial skills

referred to as Workers self-management) has become
both more common and advocated to a greater extent, Management skills include:[23]
in some places distributing all management functions
among workers, each of whom takes on a portion of the
political: used to build a power base and to establish
work. However, these models predate any current poconnections
litical issue, and may occur more naturally than does a
conceptual: used to analyze complex situations
command hierarchy. All management embraces to some
degree a democratic principlein that in the long term,
interpersonal: used to communicate, motivate, menthe majority of workers must support management. Othtor and delegate
erwise, they leave to nd other work or go on strike. Despite the move toward workplace democracy, command diagnostic: ability to visualize appropriate responses
and-control organization structures remain commonplace
to a situation
as de facto organization structure. Indeed, the entrenched
nature of command-and-control is evident in the way
leadership: ability to lead and to provide guidance
that recent layos have been conducted with management
to a specic group
ranks aected far less than employees at the lower levels.
technical: expertise in ones particular functional
In some cases, management has even rewarded itself with
area.
bonuses after laying o lower-level workers.[20]

5.4

Formation of the business policy

The mission of the business is the most obvious

purposewhich may be, for example, to make
soap.
The vision of the business reects its aspirations and
species its intended direction or future destination.
The objectives of the business refers to the ends or
activity that is the goal of a certain task.
The businesss policy is a guide that stipulates rules,
regulations and objectives, and may be used in the
managers decision-making. It must be exible and
easily interpreted and understood by all employees.
The businesss strategy refers to the coordinated plan
of action it takes and resources it uses to realize its
vision and long-term objectives. It is a guideline to
managers, stipulating how they ought to allocate and
use the factors of production to the businesss advantage. Initially, it could help the managers decide on
what type of business they want to form.

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.[24]
5.4.2 Policies and strategies in 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 businesss strategies.

6 Levels

Most organizations have three management levels: rstlevel, middle-level, and top-level managers. These man5.4.1 Implementation of policies and strategies
agers are classied in a hierarchy of authority, and perform dierent tasks. In many organizations, the number
All policies and strategies must be discussed with all of managers in every level resembles a pyramid. Each
managerial personnel and sta.
level is explained below in specications of their dierent responsibilities and likely job titles.
Managers must understand where and how they can
implement their policies and strategies.
A plan of action must be devised for each depart- 6.1 Top-level management
ment.
The top consists of the board of directors (including nonexecutive directors and executive directors), president,
Policies and strategies must be reviewed regularly.
vice-president, CEOs and other members of the C-level
Contingency plans must be devised in case the envi- executives. They are responsible for controlling and overronment changes.
seeing the entire organization. They set a tone at the top
and develop strategic plans, company policies, and make
Top-level managers should carry out regular
decisions on the direction of the business. In addition,
progress assessments.
top-level managers play a signicant role in the mobi The business requires team spirit and a good envi- lization of outside resources and are accountable to the
shareholders and general public.
ronment.
The missions, objectives, strengths and weaknesses The board of directors is typically primarily composed of
of each department must be analyzed to determine non-executives which owe a duciary duty to shareholders and are not closely involved in the day-to-day activtheir roles in achieving the businesss mission.
ities of the organization, although this varies depending
The forecasting method develops a reliable picture on the type (e.g., public versus private), size and culture
of the organization. These directors are theoretically liof the businesss future environment.
able for breaches of that duty and typically insured un A planning unit must be created to ensure that all der directors and ocers liability insurance. Fortune 500
plans are consistent and that policies and strategies directors are estimated to spend 4.4 hours per week on
are aimed at achieving the same mission and objec- board duties, and median compensation was $212,512 in
tives.
2010. The board sets corporate strategy, makes major
decisions such as major acquisitions,[25] and hires, evalAll policies must be discussed with all managerial per- uates, and res the top-level manager (Chief Executive
sonnel and sta that is required in the execution of any Ocer or CEO) and the CEO typically hires other positions. However, board involvement in the hiring of other
departmental policy.

positions such as the Chief Financial Ocer (CFO) has

increased.[26] In 2013, a survey of over 160 CEOs and directors of public and private companies found that the top
weaknesses of CEOs were mentoring skills and board
engagement, and 10% of companies never evaluated the
CEO.[27] The board may also have certain employees
(e.g., internal auditors) report to them or directly hire independent contractors; for example, the board (through
the audit committee) typically selects the auditor.
Helpful skills of top management vary by the type of organization but typically include[28] a broad understanding
competition, world economies, and politics. In addition,
the CEO is responsible for implementing and determining (within the boards framework) the broad policies of
the organization. Executive management accomplishes
the day-to-day details, including: instructions for preparation of department budgets, procedures, schedules; appointment of middle level executives such as department
managers; coordination of departments; media and governmental relations; and shareholder communication.

6.2

Middle-level managers

TRAINING

6.3 Lower-level managers

Consist of supervisors, section leaders, 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:
Basic supervision
Motivation
Career planning
Performance feedback

7 Training
Universities around the world oer bachelors and advanced degrees, diplomas and certicates in management, generally within their colleges of business and business schools but also in other related departments. There
is also an increase in online management education and
training in the form of electronic educational technology
( also called e-learning).

Consist of general managers, branch managers and department managers. They are accountable to the top management for their departments function. They devote
more time to organizational and directional functions.
Their roles can be emphasized as executing organizational plans in conformance with the companys policies
and the objectives of the top management, they dene
7.1 United States of America
and discuss information and policies from top management to lower management, and most importantly they
At the graduate level students may choose to speinspire and provide guidance to lower level managers tocialize in major subareas of management such as
wards better performance.
entrepreneurship, human resources, international busiMiddle management is the midway management of a ness, organizational behavior, organizational theory,
categorized organization, being secondary to the senior strategic management.[29] accounting, corporate nance,
management but above the deepest levels of operational entertainment, global management, healthcare managemembers. An operational manager may be well-thought- ment, investment management, Leaders in Sustainabilout the middle management, or may be categorized as ity and real estate Masters of Business Administration
non-management operate, liable to the policy of the spe- (MBAs) can be obtained from many universities in the
cic organization. Eciency of the middle level is vital United States. MBAs provide further education in manin any organization, since they bridge the gap between top agement and leadership for graduate students.
level and bottom level stas.
Their functions include:

7.2 Current best practices

Design and implement eective group and inter- While management trends can change rapidly, the long
group work and information systems.
term trend in management has been dened by a market
embracing diversity and a rising service industry. Man Dene and monitor group-level performance indicaagers are currently being trained to encourage greater
tors.
equality for minorities and women in the workplace, by
Diagnose and resolve problems within and among oering increased exibility in working hours, better retraining, and innovative (and usually industry-specic)
work groups.
performance markers. Managers destined for the service
Design and implement reward systems that support sector are being trained to use unique measurement techcooperative behavior. They also make decision and niques, better worker support and more charismatic leadshare ideas with top managers.
ership styles.[30] Human resources nds itself increasingly

7
working with management in a training capacity to help
collect management data on the success (or failure) of
management actions with employees.[31]

See also

Main article: Outline of business management

Academy of Management Journal
Anthony triangle
Human relations movement
Industrial and organizational psychology
Leadership (journal)
Project management

Total quality management

Self-management

References

[1] http://www.oed.com/view/Entry/113218?
redirectedFrom=management#eid
[2] https://books.google.de/books?id=ITdXAAAAcAAJ&
pg=PP21&lpg=PP21&dq=menagerie+
xenophon&source=bl&ots=-xFcf4MOIt&sig=
KGryxF60feNGaDW9AlgIZJIb0gU&hl=de&
sa=X&ei=5V4_VfiLKZDfau-OgZgO&ved=
0CCQQ6AEwAA#v=onepage&q=menagerie%
20xenophon&f=false
[3] SS Gulshan. Management Principles and Practices by Lallan Prasad and SS Gulshan. Excel Books India. pp. 6.
ISBN 978-93-5062-099-1.
[4] Deslandes G., (2014), Management in Xenophons Philosophy : a Retrospective Analysis, 38th Annual Research Conference, Philosophy of Management, 2014,
July 1416, Chicago, USA
[5] Andreas Kaplan: European Management and European
Business Schools: Insights from the History of Business
Schools, European Management Journal, 2014.
[6] Management. Business Dictionary.
November 2012.

[8] Administration industrielle et gnrale - prvoyance organization - commandment, coordination contrle, Paris :
Dunod, 1966
[9] Jones, Norman L. (2013). Chapter Two: Of Poetry and
Politics: The Managerial Culture of Sixteenth-Century
England. In Kaufman, Peter Iver. Leadership and Elizabethan Culture. Jepson Studies in Leadership. Palgrave
Macmillan. p. 18. ISBN 9781137340290. Retrieved
2015-08-29. Mary Parker Follett, the 'prophet of management' reputedly dened management as the 'art of getting
things done through people.' [...] Whether or not she said
it, Follett describes the attributes of dynamic management
as being coactive rather than coercive.
[10] Vocational Business: Training, Developing and Motivating
People by Richard Barrett - Business & Economics - 2003.
- Page 51.

Technology management

is handling, then manipulation is skilful handling. In short,

manipulation is skilful management. [...] Manipulation is
in essence leveraged management. [...] It is an alive thing
while management is a dead concept. It requires a proactive approach rather than a reactive approach. [...] People
cannot be managed.

Retrieved 29

[7] Prabbal Frank attempts to make a subtle distinction between management and manipulation: Frank, Prabbal
(2006). People Manipulation: A Positive Approach (2
ed.). New Delhi: Sterling Publishers Pvt. Ltd (published
2009). pp. 37. ISBN 9788120743526. Retrieved 201509-05. There is a dierence between management and
manipulation. The dierence is thin [...] If management

[11] Compare: Holmes, Leonard (2012). The Dominance of

Management: A Participatory Critique. Voices in Development Management. Ashgate Publishing, Ltd. p. 20.
ISBN 9781409488668. Retrieved 2015-08-29. Luptons
(1983: 17) notion that management is 'what managers
do during their working hours, if valid, could only apply
to descriptive conceptualizations of management, where
'management' is eectively synonymous with 'managing',
and where 'managing' refers to an activity, or set of activities carried out by managers.
[12] Harper, Douglas. management. Online Etymology Dictionary. Retrieved 2015-08-29. - Meaning 'governing
body' (originally of a theater) is from 1739.
[13] See for examples Melling, Joseph; McKinlay, Alan, eds.
(1996). Management, Labour, and Industrial Politics
in Modern Europe: The Quest for Productivity Growth
During the Twentieth Century. Edward Elgar. ISBN
9781858980164. Retrieved 2015-08-29.
[14] Giddens, Anthony (1981). A Contemporary Critique of
Historical Materialism. Social and Politic Theory from
Polity Press 1. University of California Press. p. 125.
ISBN 9780520044906. Retrieved 2013-12-29. In the
army barracks, and in the mass co-ordination of men on
the battleeld (epitomised by the military innovations of
Prince Maurice of Orange and Nassau in the sixteenth
century) are to be found the prototype of the regimentation of the factory - as both Marx and Weber noted.
[15] Gomez-Mejia, Luis R.; David B. Balkin; Robert L. Cardy
(2008). Management: People, Performance, Change, 3rd
edition. New York, New York USA: McGraw-Hill. p. 19.
ISBN 978-0-07-302743-2.
[16] Gomez-Mejia, Luis R.; David B. Balkin; Robert L. Cardy
(2008). Management: People, Performance, Change, 3rd
edition. New York, New York USA: McGraw-Hill. p. 20.
ISBN 978-0-07-302743-2.

10

[17] Khurana, Rakesh (2010) [2007]. From Higher Aims to

Hired Hands: The Social Transformation of American
Business Schools and the Unfullled Promise of Management as a Profession. Princeton University Press. p. 3.
ISBN 9781400830862. Retrieved 2013-08-24. When
salaried managers rst appeared in the large corporations
of the late nineteenth century, it was not obvious who they
were, what they did, or why they should be entrusted with
the task of running corporations.
[18] https://archive.org/details/thepsychologyofm16256gut
[19] Legge, David; Stanton, Pauline; Smyth, Anne (2006).
Learning management (and managing your own learning)". In Harris, Mary G. Managing Health Services: Concepts and Practice. Marrickville, NSW: Elsevier Australia. p. 13. ISBN 9780729537599. Retrieved 2014-0711. The manager as bureaucrat is the guardian of roles,
rules and relationships; his or her style of management relies heavily on working according to the book. In the Weberian tradition managers are necessary to coordinate the
dierent roles that contribute to the production process
and to mediate communication from head oce to the
shop oor and back. This style of management assumes a
world view in which bureaucratic role is seen as separate
from, and taking precedence over, other constructions of
self (including the obligations of citizenship), at least for
the duration if the working day.
[20] Craig, S. (2009, January 29). Merrill Bonus Case Widens
as Deal Struggles. Wall Street Journal.
[21] Manfred F. R. Kets de Vries The Dark Side of Leadership - Business Strategy Review 14(3), Autumn Page 26
(2003).
[22] Stroh, L. K., Northcraft, G. B., & Neale, M. A. (2002).
Organizational behavior: A management challenge. Mahwah, NJ: Lawrence Erlbaum.
[23] Compare: Kleiman, Lawrence S. Management and Executive Development. Reference for Business: Encyclopedia of Business (2010): n. pag. Web. 25 Mar 2011
[24] Kotter, John P. & Dan S. Cohen. (2002). The Heart of
Change. Boston: Harvard Business School Publishing..
[25] Board of Directors: Duties & Liabilities. Stanford Graduate School of Business.
[26] DeMars L. (2006). Heavy Vetting: Boards of directors
now want to talk to would-be CFOs and vice versa.
CFO Magazine.
[27] 2013 CEO Performance Evaluation Survey.
Graduate School of Business.

Stanford

[28] Kleiman, Lawrence S. " MANAGEMENT AND EXECUTIVE DEVELOPMENT."Reference for Business:
Encyclopedia of Business(2010): n. pag. Web. 25 Mar
2011. .
[29] http://aom.org/Placement/
AOM-Placement-Presentations.aspx
[30] Four Ways to Be A Better Boss. Randstad USA. Randstad USA. Retrieved 18 January 2015.

EXTERNAL LINKS

[31] The Role of HR in Uncertain Times (PDF). Economist

Intelligence Unit. Economist Intelligence Unit. Retrieved
18 January 2015.

10 External links
Library resources in your library and in other libraries about Management
Media related to Management at Wikimedia Commons
Quotations related to Management at Wikiquote

11
11.1

Text and image sources, contributors, and licenses

Text

Management Source: https://en.wikipedia.org/wiki/Management?oldid=684343720 Contributors: Magnus Manske, The Cunctator,

Uriyan, The Anome, Ap, Enchanter, Rootbeer, SimonP, Kurt Jansson, Luisdelafuente, Jose Icaza, Frecklefoot, Edward, Nixdorf, Kku,
SGBailey, Ixfd64, NuclearWinner, Ellywa, Mkoval, Nikai, Thseamon, Mydogategodshat, Anuchit, Pedant17, Traroth, Penfold, Chuunen Baka, Robbot, Chealer, TomPhil, Pigsonthewing, Jakohn, Moriori, Fredrik, Jotomicron, RedWolf, ZimZalaBim, Altenmann, Nurg,
Aniu~enwiki, Hadal, Modeha, JesseW, Ancheta Wis, Giftlite, DocWatson42, Jimjoe, Geeoharee, Netoholic, Zigger, Rj, Curps, Niteowlneils, Jurema Oliveira, Andycjp, Alexf, Mberteig, Beland, OverlordQ, Rdsmith4, Pgreennch, Terrean~enwiki, WpZurp, Arthuro,
Canterbury Tail, Lacrimosus, Guppynsoup, Mike Rosoft, Discospinster, Pak21, Cacycle, Ceo, Notinasnaid, Mjpieters, Mani1, Khalid,
Kbh3rd, Neko-chan, RJHall, El C, Cherry blossom tree, Shanes, Che y Marijuana, Viriditas, Dtremenak, Maurreen, Nsaa, Mdd, Alansohn, Gary, Borisblue, Wikidea, Kurieeto, Snowolf, Wtmitchell, Velella, GJeery, Kdau, BDD, Blaxthos, Ironwolf, Oleg Alexandrov,
Marasmusine, Nakos2208~enwiki, Acerperi, Tabletop, Kmg90, Firien, Burkhard~enwiki, SCEhardt, Hughcharlesparker, Liface, Neostarbuck, Mandarax, Gettingtoit, Tradnor, MC MasterChef, Sj, DeadlyAssassin, Amire80, DouglasGreen~enwiki, Czalex, Jbamb, Yamamoto
Ichiro, FlaBot, Margosbot~enwiki, Pag~enwiki, Changchih228, RexNL, Danis~enwiki, AndriuZ, John Maynard Friedman, Chobot, FrankTobia, Roboto de Ajvol, 7195Prof, RobotE, Deeptrivia, Jehoy, Hede2000, Pigman, Noypi380, Stephenb, CambridgeBayWeather, Chaos,
Alex Bakharev, Rsrikanth05, Pseudomonas, RadioKirk, Sallym, Leutha, Grafen, Chick Bowen, Jaxl, Dhollm, Moe Epsilon, Tony1, Dbrs,
M3taphysical, Wknight94, PGPirate, AjaxSmack, Hemant 17, Mamawrites, Zzuuzz, Lt-wiki-bot, Closedmouth, Denisutku, Arthur Rubin,
E Wing, KGasso, GraemeL, Leeannedy, Spliy, Ilmari Karonen, Katieh5584, RG2, Finell, Hide&Reason, LesleyW, Frankie, SmackBot,
Impaciente, KnowledgeOfSelf, David.Mestel, Shoy, EncycloPetey, DrStrangeLove, CommodiCast, Paxse, Brossow, Gilliam, Ohnoitsjamie, Skizzik, Phasedice, JAn Dudk, Squiddy, Dragonjohann, Wookipedian, Chris the speller, Bluebot, Fluri, SchftyThree, Deli nk,
Akanemoto, No-Bullet, Gary A. LaBranche, CAE, Antonrojo, J00tel, Can't sleep, clown will eat me, FelixKaiser, Battlecry, Shaunteale,
Rayhoughton, Philwalker, Skidude9950, Sommers, JonHarder, Yidisheryid, Wes!, Hippo43, Xyzzyplugh, Baiter, COMPFUNK2, Radagast83, Cybercobra, Nibuod, Decltype, RJN, Dreadstar, Xagent86, DMacks, Wiki4des, Amartyabag, Caravaca, Kuru, Khazar, John, J
1982, Khono, Tlesher, Maj IIM, IronGargoyle, SpyMagician, Dougiel, Misteror, Ben Moore, Ckatz, Kraybilr, Astuishin, Martinp23, Ehheh,
Optakeover, PhilipSmith, Mgillett, Mb22hk, Jose77, P1cunnin, Quaeler, Levineps, Nehrams2020, Fvasconcellos, SkyWalker, JForget,
CmdrObot, Dycedarg, The Font, Rawling, Page Up, Scholzj, Tim Long, MarsRover, Phil Maslow, Penbat, Mirka~enwiki, Lord of the
Puns, Yaris678, Cydebot, Karimarie, Ryan Lanham, Gogo Dodo, Jayen466, Kalanithe, Codetiger, Chrislk02, Kozuch, Iss246, RotaryAce,
PamD, Epbr123, Qwyrxian, Bvsr prasad, Ucanlookitup, Anshuk, Andyjsmith, Al Lemos, NERIUM, Edhubbard, Blathnaid, Zeev Grin,
Dawnseeker2000, Noclevername, Escarbot, DorisH, Mentisto, AntiVandalBot, Majorly, Luna Santin, Seaphoto, Privyet, Mrken30, AuhsojSivart, Erfa, Modernist, Istartres, Sanjaymca, JAnDbot, Leuko, Barek, MER-C, Skomorokh, The Transhumanist, Fbooth, Andonic,
Trey314159, DaCentaur, SiobhanHansa, Freecorbinj, Pedro, Bongwarrior, VoABot II, Transcendence, T@nn, Serw~enwiki, Pleckaitis,
SineWave, Bubba hotep, KConWiki, Nposs, 28421u2232nfenfcenc, Elinruby, Sweet2, Yotwen, DerHexer, JaGa, YeahIKnow, StopItTidyUp, Champaign, Closermac, Preetam purbia, FisherQueen, Management Culture, NAHID, Ravichandar84, R'n'B, Kateshortforbob,
Sheep2000, LedgendGamer, Erkan Yilmaz, J.delanoy, Pilgaard, Trusilver, Psycho Kirby, Rhinestone K, Nigholith, Yonidebot, Eskimospy, Icseaturtles, Gzkn, Acalamari, Katalaveno, Sanusi.husain, Clerks, Hkrug4281, Robertson-Glasgow, Shomroni, Pandaplodder, The
Transhumanist (AWB), NewEnglandYankee, Alnokta, Pundit, Marilyn Haight, Cometstyles, ManManager, Treisijs, Gregory S. Waddell,
Kvdveer, NewWikiMan, Bonadea, DASonnenfeld, Vinsfan368, Funandtrvl, Lights, Jackofwiki, VolkovBot, Thedjatclubrock, Coaching
Professional, Daanj, Je G., Station1, Philip Trueman, TXiKiBoT, Coder Dan, Asarla, SueHay, CUBJONES83, Marketingman, Pixievamps, Anna Lincoln, Lradrama, Seraphim, Leafyplant, Dcarafel, Mardhil, LeaveSleaves, Mkubica, Finngall, Lamro, Lova Falk, Falcon8765, Enviroboy, Alybongo, Insanity Incarnate, Brianga, Dmcq, Lillingen, Jean-Louis Swiners, Dan Polansky, Coee, Pradyutroy,
Timb001, Parhamr, Ghaag, Hdegier, Triwbe, Floridian06, Xelgen, Bentogoa, Flyer22, Oysterguitarist, Jojalozzo, Pm master, Oxymoron83,
Neptune99, Bagatelle, Lightmouse, Tombomp, Vanished user kijsdion3i4jf, Abj1, Sunrise, Capitalismojo, Ganeshnarasimhaninfo, Mygerardromance, Themanagementpractice, Karavan-LP, Yhkhoo, Nnarayanann, Sitush, Haagrachel, ChristophMichel, Leranedo, Martarius,
ClueBot, Wasami007, Ideal gas equation, Lindsay.Ward, The Thing That Should Not Be, Tesako, Jan1nad, ImperfectlyInformed, Gaia
Octavia Agrippa, Michaelrayw2, Drmies, Mild Bill Hiccup, CounterVandalismBot, Blanchardb, LizardJr8, Rlopez1605, Lbertolotti, Zlerman, Masterpiece2000, ShrekOC, Excirial, Withluvurs, Steamroller Assault, Tkjainbkn, Rhododendrites, Ykhwong, Henning Wiekhorst,
Sugarmagnolia175, SSeanSSS, Maine12329, Nikoned, Aleksd, Mlas, DerBorg, SpartanPhalanx, SoxBot III, Life of Riley, FetteK, Helixweb, D4nz, XLinkBot, Spitre, Wertuose, Cheapskate08, Puneetminda, Dark Mage, Rror, WikHead, NellieBly, PL290, Alexius08, Ryan
4angelz, Jmkim dot com, Pendraco, Overviewer, Rice Cakez, Addbot, V-squared, Boringmondays, Willking1979, Some jerk on the Internet, Seipjere, Halosean, Paramountpublishing, Captain-tucker, Hrincon83, Ironholds, Gbradt, MrOllie, RTG, Glane23, Chzz, CUSENZA
Mario, Favonian, West.andrew.g, Tyw7, Rmpugliese~enwiki, Cagarland, Alex Rio Brazil, Lightbot, Wireless friend, LuK3, Yobot, Fraggle81, TaBOT-zerem, Cm001, MonideepGupta, Estudiarme, Brougham96, AnakngAraw, Rastrelli F, Dan writerwiki, Kookyunii, Bsca,
Backslash Forwardslash, AnomieBOT, Rajshekar.D.Rollakanti, Rubinbot, 1exec1, Jim1138, Truongvoky012345, Ulric1313, Hokelvin,
Bluerasberry, Materialscientist, Citation bot, Promd33, Maxis ftw, GB fan, Frankenpuppy, LilHelpa, Xqbot, GrooveyHenrik, Grodanbollen, 4twenty42o, TechBot, Jerey Mall, Nasnema, Iwillgoslow3126, Jsharpminor, Omoc, Aedelcid, Saalstin, Gui le Roi, Jeowner3,
ChangeManager, Alliance09, Doulos Christos, Uloggonitor, PM800, Student317, Thehelpfulbot, Mark Renier, Carlamariek, Jeey1234,
NighthawkY10K, Smaccatino, NCS2004, Drbobr19, Doanmanhtung.sc, Worldeconomist, Winterst, Simple Bob, MacMed, Pinethicket,
I dream of horses, Lbongaer~enwiki, 10metreh, Bejinhan, Jamzter, Hoo man, Karthimuchlove, Jschnur, RedBot, Btilm, Phearson, Yasmeen.naseem, Jandalhandler, NYCCommunity, Barras, Redbeanpaste, Reconsider the static, Steve2011, Tim1357, Gamewizard71, Trappist the monk, Staxoplax, Jackspar15486, ItsZippy, Graveyardparty, Aj.metcalf, Vrenator, Just4ayaz, Shatvohra, WikiTome, Suusion
of Yellow, TheMesquito, Minimac, Mesdaghi, DARTH SIDIOUS 2, Popati ann, $nake420, Onel5969, Ulbrichdj, Mean as custard, Sonal
merchant, Holbe6, LT. Dunnigan, Nickypunk001, Skamecrazy123, B20180, EmausBot, WikitanvirBot, Dr Aaij, Ajraddatz, GardmanVS,
Super48paul, Dewritech, Racerx11, Starcheerspeaksnewslostwars, Himanshuking, Winner 42, Bolan.Mike, K6ka, Spersily, Gr3cv, Ib Ravn,
Mz7, Theraraavis, Josve05a, Haldirams, Workmanager, Dreispt, Philricci, Thetruthnder01, L Kensington, Chadess, Shearerbest, Donner60, BioPupil, LudovicaMottura, Gionniz, Wakebrdkid, Uptor, Yiptorp, Jurtquerp, Multijohnthomas, Daniel h2o house, FeatherPluma,
28bot, Petrb, ClueBot NG, Harukasora, BOMBINI, Dhamil07, P.lagiewka, Manubot, CocuBot, Chuck Stubbart, MelbourneStar, This
lousy T-shirt, Satellizer, Bped1985, , Rounaq Singh, Mudash, Widr, M0h0e0, Danim, Lawsonstu, Mathewstuart, Titodutta, Egent404,
BG19bot, Ksargis, Furkhaocean, Renfer7, MusikAnimal, AvocatoBot, Cdolls, Ctpax4o, Mark Arsten, Buljon, Jemsnaz, Markjun, Constant38, Joydeep, Tanmay Patange, Kyleoc13, Adminedu, Jasonvaidya123, Noidsnickyp, Zujua, Glacialfox, Vanischenu, Deborah12345,
Achowat, Gautamcat, Wannabemodel, Muhammad Shuaib Nadwi, BattyBot, Jeremy112233, Pratyya Ghosh, Tomrobb4567, Missnicoleyy,
Zaidoonleo, Zenith042, BobJoe17, Tow, , Benachou2012, Logicsense9, Gacelp, Giara Knoichi, Matthew L Benson,

10

11

TEXT AND IMAGE SOURCES, CONTRIBUTORS, AND LICENSES

Danny0001, 2012BizStudent, Sriharsh1234, Wywin, Ima Rape Ur Pages, Futurzbrite, GabeIglesia, Seemamgt, Phamnhatkhanh, Epicgenius, CsDix, Dhanasuresh, Melonkelon, Kochachan, Express8, Pkafor uchenna, Backendgaming, Yanis ahmed, NyGuha, Mrm7171, YiFeiBot, Ginsuloft, Psyc12, Camille3000, Soe Hein, Drchriswilliams, Alishayankhan0, AgentCachet, Nasro92, Thewikiguru1, Zia24hours,
Pankajmanagementguru, Sushantvvsb, M.r.talebi, Lalalatroymanoyia, Writers Bond, Vieque, Faithavril, Creative factor, Piyush lalit nagar, ARPIT25JAIN, Hikao27, Mahbub1259, Sorarara, Mnzlpoudar, Dr.hayan.hamzeh, 115ash, SEOatBisk, Samir ashmawy abd el atty,
HBRoc14, TheMacDaniel, LuiosMallo, Thayumanavan S K, Lalith269, Johnnypasquo, Tushant93, 500nileshdhakal, A kashif ali, Zhetquemado, Barniecadd, Badshah Mamun, Micallef.michelle31, Bipin94179, Arcela bosay, Neenadmba, Badmash narayan, Tagorre8, HannahGraysonLS, Bharathshankar and Anonymous: 1274

11.2

Images

File:Portal-puzzle.svg Source: https://upload.wikimedia.org/wikipedia/en/f/fd/Portal-puzzle.svg License: Public domain Contributors: ?

Original artist: ?
File:Question_book-new.svg Source: https://upload.wikimedia.org/wikipedia/en/9/99/Question_book-new.svg License: Cc-by-sa-3.0
Contributors:
Created from scratch in Adobe Illustrator. Based on Image:Question book.png created by User:Equazcion Original artist:
Tkgd2007

11.3

Content license

Creative Commons Attribution-Share Alike 3.0