management

Examples of management in the following topics:

• Middle-Level Management

  • Middle management is the intermediate management level accountable to top management and responsible for leading lower level managers.
  • Most organizations have three management levels: first-level, middle-level, and top-level managers.
  • Middle-level managers can include general managers, branch managers, and department managers.
  • Defining and discussing information and policies from top management to lower management;
  • Because middle managers work with both top-level managers and first-level managers, middle managers tend to have excellent interpersonal skills relating to communication, motivation, and mentoring.

• Definition of Management

  • This view opens the opportunity to manage oneself, a pre-requisite to attempting to manage others.
  • There are different types of management styles, and the management process has changed over recent years.
  • The addition of work teams and servant leadership has changed what is expected from managers, and what managers expect from their employees.
  • There is a hierarchy of employees, low level management, mid-level management, and senior management.
  • In traditional management systems, the manager sets out expectations for the employees who need to meet goals, but the manager receives the reward of meeting those goals.

• Social Entrepreneurship

• Ownership Structures

• Management Levels: A Hierarchical View

  • Examples of top-level managers include a company's board of directors, president, vice-president and CEO; examples of middle-level managers include general managers, branch managers, and department managers; examples of low-level managers include supervisors, section leads, and foremen.
  • General managers, branch managers, and department managers are all examples of middle-level managers.
  • Middle-level managers devote more time to organizational and directional functions than top-level managers.
  • Also referred to as first-level managers, low-level managers are role models for employees.
  • These managers provide:

• Functional vs. General Management

  • General managers focus on the entire business, while functional managers specialize in a particular unit or department.
  • Functional management and general management represent two differing responsibility sets with an organization.
  • General managers include owners and managers who head small-business establishments with duties that are primarily managerial.
  • Each functional manager is in control of a particular area of expertise—e.g., operations or policy and planning—and the general manager supervises all the functional managers.
  • Differentiate between functional management and general management from a business perspective

• The Role of Management in an Organization

  • Different levels of management will participate in different components of this design process, with upper management creating the initial organizational architecture and structure.
  • All levels of management perform these functions.
  • However, the amount of time a manager spends on each function depends on the level of management and the needs of the organization—factors which play a role in organizational design.
  • Middle-level managers include general managers, branch managers, and department managers, all of whom are accountable to the top-level management for the functions of their departments.
  • Lower-level managers will look at specific processes within functions or regions.

• Introduction

  • understand three of the most important operations management practices: Total Quality Management, Supply Chain Management, and Just-in-Time/Lean Operations

• Administrative Management: Fayol's Principles

  • Fayol's approach differed from scientific management in that it focused on efficiency through management training and behavioral characteristics.
  • Fayol was a classical management theorist, widely regarded as the father of modern operational-management theory.
  • Fayol developed 14 principles of management in order to help managers conduct their affairs more effectively.
  • Fayol is also famous for his five elements of management, which outline the key responsibilities of good managers:
  • Outline Fayol's effect on administrative management through the recognition of his 14 management principles

• Self-Managing Teams

  • A self-managing team has considerable discretion over how its work gets done.
  • Self-managing teams are distinct from self-directed teams.
  • Because they eliminate a level of management, the use of self-managing teams can better allocate resources and even lower costs.
  • There are also potential drawbacks to self-managing teams.
  • This diagram illustrates the idea that virtual, management, and work teams can be empowered by being allowed to self-manage and monitor the quality of their own output.