manager

(noun)

A person whose job is to manage something, such as a business, a restaurant, or a sports team.

Related Terms

  • board of directors
  • top management
  • middle management
  • hierarchy

Examples of manager 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:
  • Frontline Management

    • Most organizations have three management levels: first-level, middle-level, and top-level managers.
    • Frontline managers belong to the first level of management.
    • Frontline managers are managers who are responsible for a work group to a higher level of management.
    • Frontline management is the level of management that oversees a company's primary production activities.
    • Another example of a frontline manager might be a grocery store manager.
  • 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
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