0Business Management

Management in business and organisations

is the function that coordinates the efforts of people to accomplish goals and objectives using available resources efficiently and effectively. Management comprises planning, organising, staffing, leading or directing, and controlling an organisation to accomplish the goal. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources. Management is also an academic discipline, a social science whose objective is to study social organisations.

Management involves identifying the mission, objective, procedures, rules and the manipulation of the human capital of an enterprise to contribute to the success of the enterprise. This implies effective 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 in both a legal as well as illegal enterprise or environment. Management does not need to be seen from enterprise point of view alone, because management is an essential function to improve ones life and relationships. Management is there everywhere and it has a wider range of application. Based on this, management must have humans, communication, and a positive enterprise endeavour. Plans, measurements, motivational psychological tools, goals, and economic measures (profit, etc.) may or may not be necessary components for there to be management. At first, 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 (1841–1925) considers management to consist of six functions:

• Forecasting

• Planning

• Organising

• Commanding

• Coordinating

• Controlling

Henri Fayol was one of the most influential contributors to modern concepts of management.

In another way of thinking, Mary Parker Follett (1868–1933), defined management as the art of getting things done through people. She described management as philosophy.

Critics, however, find this definition useful but far too narrow. The phrase "management is what managers do" occurs widely, suggesting the difficulty of defining management, the shifting nature of definitions and the connection of managerial practises with the existence of a managerial cadre or class.

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 organisation must manage its work, people, processes, technology, etc. to maximise effectiveness. Nonetheless, many people refer to university departments that teach management as "business schools". Some institutions (such as the Harvard Business School) use that name while others (such as the Yale School of Management) employ the more inclusive term "management".

English speakers may also use the term "management" or "the management" as a collective word describing the managers of an organisation, for example of a corporation. Historically this use of the term often contrasted with the term "Labor" - referring to those being managed.

But in the present era management's use is identified in the wide areas and its frontiers have been pushed to a broader range. Apart from profitable organisations even non-profitable organisations (NGO) apply management concepts. The concept and its uses are not constrained. Management on the whole is the process of planning, organising, staffing, leading and controlling.

Management operates through five basic functions: planning, organising, coordinating, commanding, and controlling.

• Planning: Deciding what needs to happen in the future and generating plans for action(deciding in advance).

• Organising: Making sure the human and nonhuman resources are put into place

• Coordinating: Creating a structure through which an organisation's goals can be accomplished.

• Commanding: Determining what must be done in a situation and getting people to do it.

• Controlling: Checking progress against plans.