Management

in all business and organizational activities is the act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively. Management comprises planning, organizing, staffing, leading or directing, and controlling an 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.

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 visualise most appropriate response to a situation .

Functions of Managment
Planning: Deciding what needs to happen in the future (today, next week, next month, next year, over the next five years, etc.) and generating plans for action. Organizing: (Implementation)pattern of relationships among workers, making optimum use of the resources required to enable the successful carrying out of plans. Staffing: Job analysis, recruitment and hiring for appropriate jobs. Leading/directing: Determining what needs to be done in a situation and getting people to do it. Controlling/monitoring: Checking progress against plans. Motivation: Motivation is also a kind of basic function of management, because without motivation, employees cannot work effectively. If motivation does not take place in an organization, then employees may not contribute to the other functions (which are usually set by top-level management).

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.

 Towards the end of the 20th century, business management came to consist of six separate branches, namely: Human resource management Operations management or production management Strategic management Marketing management Financial management Information technology management responsible for management information systems

The job of the managment

Managment has 3 jobs: 1.to manage business 2.to manage manager 3.to manage worker Define: it is to achieve the goals of bussiness enterprises. This also applied to non profit organization. This show the success or failur of the managment of the organization. If the goals have not been attained there must be sometimes wrong with managment. Vision and mission is so important

Level of managment
A manager s level within the organizational hierarchy has major influence on the proportion of efforts spent on managerial and non-managerial activities, and the proportion of different functions within managerial activities. Depending on size and structure, an organization may have half a dozen or more levels in the management hierarchy. However, for ease of understanding these are often grouped in three levels. 1. Top-management: This refers to the top one or two hierarchical levels in the organization structure. Managers at these levels have responsibilities for the total organizational performance covering multiple business activities.

Level of managment
2. Middle-management: These are the managers between the top- and first-level management. They generally do not have the responsibility for more than one type of business activity, and even within that may be responsible for only a segment of the total work in the organization. 3. First-level-management: They are at the lowest one or two levels of management hierarchy. They are the people responsible for directly supervising the work of operational staff, and form a link between them and the management.

Management Challenge
is a strategic management competition for managers and university students. Participants form teams of 3-5 members, and each team is placed in a group of 5-8 teams, depending on the round of the competition. The teams are then given a virtual company, initially identical to every other company in the competition. Each team then develops their company by making a series of decisions relating to every aspect of the business, such as how many machines to buy, or how much to spend on advertising. In each round, five sets of decisions are taken, corresponding to five quarters. A quarter is a period said to span three months. These decisions - made on the Decision Sheet - are run through sophisticated business simulation software, which generates in-depth Management Reports, showing the consequences of the decisions. The aim is to finish the game with the highest share-price on the virtual stock exchange.

Management Challenge 2
The competition is divided into rounds with usually 3 or 4 rounds on national level and 2 rounds on international level. The number of national rounds can vary in each country and depends on number of participants. Some countries use slightly different approach and combine Global Management Challenge with other competitions. In India teams compete in another competition which is more sector related (e.g. they run an car manufacturing company) and the last 8 teams join GMC national final. Also in Germany the participants play GMC only in their final round. As it might seem interesting it brings disadvantage to those teams because they are not so familiar with the simulation compared to other teams on the international level.