Someone who coordinates and overseas the

work of other people in order to accomplish organizational goals. It may be coordinating the work of a departmental group or supervising a single person. Or could also be coordinating the work activities of a team or even people outside the organization such as temporary employees.

 First line managers: The lowest level of management

who manage the work of non-managerial employees and typically are directly or indirectly involved with producing the organizations products or servicing the organizations customers. Also called supervisors, shift managers, district managers, departments or office managers.

Middle managers:

Managers between the lowest level and top levels of the organization who manage the work of first line managers. Also known as regional managers, project leaders, stone manager or division manager

Top managers: Managers at or near the upper levels of the organizational structure who are responsible for making organization wide decisions and establishing the goals n plans that affect the entire organization. Also known as executive vice president, managing director, chief operating officer, or chief executive officer.

Management

Coordination and oversight of the work activities of others so that the activities are completed efficiently and effectively. Management involves ensuring that work activities are completed efficiently and effectively by managers.

Efficiency

Doing things right, or getting the most output from the least amount of inputs. Avoiding wastage of resources

Effectiveness

Doing the right things or completing activities so that organizational goals ate attained. Concerned with ends or attainment of organizational goals In successful organizations, high efficiency and high effectiveness go hand in hand. Poor management usually involves being ineffective and inefficient or both.

Planning
A management function that involves defining goals, establishing strategies for achieving those goals and developing plans to integrate and coordinate activities.

Organizing
A management function that involves arranging and structuring work to accomplish the organizational goals. When Managers organize, they determine what tasks are to be done, by whom, how they are to be grouped, to whom should they be reported and where decisions are to be made.

Leading
A management functions that involves working with and through people to accomplish goals. Managers motivate subordinates, help resolve work group conflicts, influence individuals or teams as they work, select the most effective communication channel or deal in any way with employee behavior issues.

Controlling
A management function that involves monitoring, comparing and evaluating work performance. Actual performance is compared with set goals. If goals are not met, its managements job to get work back on track.

Interpersonal

Managerial roles that involve people and other duties that are ceremonial and symbolic in nature. Figurehead Liaison Leader

Informational

Managerial roles that involve collecting, receiving, and disseminating information. Disseminator Spokesperson monitor

Decisional

Managerial roles that revolve around making choices. Entrepreneur Disturbance handler Resource allocator Negotiator

Technical

Job-specific knowledge and techniques needed to perform work tasks More important for first line managers as they typically manage employees who use tools and techniques to produce organizations products or services to customers.
The ability to work well with other people, both individually and in a group. Important to all levels of an organization Help to motivate, communicate, lead, inspire enthusiasm and trust

Human

Conceptual

The ability to think and conceptualize about abstract and complex situations. Help to see the organization as a whole, understand relationships among various subunits and visualize how organization fits into a broader environment. Most important for top managers.

Other Important Managerial Skills

Delegating effectively
Being an effective communicator Thinking critically Managing work load/time

Identifying clear roles for employees

Creating an environment of openness, trust and challenge

Changing Technology

Shifting organizational boundaries Virtual workplace More mobile workforce Flexible work arrangements Empowered employees Work life- personal life balance

Globalization concerns Employee assistance Increased emphasis on managerial and organizational ethics Redefined values Rebuilding trust Increased accountability

Changing security threats

Increased competitiveness

Risk management Uncertainty over future energy resources Restructured work places

Customer service Innovation Globalization Efficiency/productivity

Managers should understand the importance of customers as without them organizations wouldnt exist. It has been recognized that delivering consistent high quality customer service is essential for the survival and success in todays competitive environment and that employees are an important part of that equation. The implication is clear: Managers must create a customer-responsive organization where employees are friendly and courteous, accessible, knowledgeable, prompt, and willing to please the customers.

Innovation means doing things differently, exploring new territory, and taking risks. It is an essential tool for success to any organization.

It is a deliberate arrangement of people to accomplish some specific goal. It has a distinct purpose which is expressed through goals that it wishes to accomplish Each organization is composed of people who are responsible for achieve these goals All organizations develop some deliberate structure within which members do their works. This structure may be flexible with no specific job duties or strict adherence to explicit job arrangements. Or it may also be traditional with clearly defined rules, regulations, job descriptions and some members identified as bosses who have authority over other members. Many of todays organizations are flexible with work arrangements, employee work teams, open communication systems, and supplier alliances. Work is defined in terms of tasks done with no time boundaries because work can and is done anywhere, anytime. However whatever type of approach an organization uses, some deliberate structure is needed so work can get done efficiently and effectively.

 Studying

management is important due to 3 reasons that include: Universality of Management Reality of Work Rewards and Challenges of being a Manager

The reality that management is needed in all types and sizes of organization, at all organizational levels in all organizational areas and in organizations no matter where located. In all organizations, managers must organize, lead and control. Management is universally needed in all organizations to improve the way organizations are managed as we interact with them every day. Well managed organizations develop a loyal base, grow and prosper. Whereas poorly, managed find themselves losing customers and revenues. By studying management, one will be able to recognize poor management and work to get it corrected. In addition, one will be able to recognize and support good management, whether it is in an organization which one are simply interacting or whether it is in an organization in which one is employed.

 Another

reason for studying management is the reality that after graduating one will either manage or be managed. For those planning to be managers, as understanding of management forms a foundation on which to build ones management skills. For those not planning to be managers, are still likely to work with managers. Also, assuming that one will have to work for a living and recognizing that one is very likely to work in an organization having some managerial responsibilities even if one is not a manager.

 Experience

depicts that a great deal of insight into the way bosses behave and how organizations function by studying management.