usiness Administration or Management.

There has recently been a movement for evidence-based

management.
Larger organizations generally have three levels of managers, which are typically organized [by whom?] in
a hierarchical, pyramid structure:

 Senior managers, such as members of a Board of Directors and

a Chief Executive Officer (CEO) or a President of an organization.
They set the strategic goals of the organization and make decisions
on how the overall organization will operate. Senior managers are
generally executive-level professionals, and provide direction to
middle management who directly or indirectly report to them.

 Middle managers, examples of these would include branch

managers, regional managers, department managers and section
managers, who provide direction to front-line managers. Middle
managers communicate the strategic goals of senior management
to the front-line managers.

 Lower managers, such as supervisors and front-line team leaders,

oversee the work of regular employees (or volunteers, in some
voluntary organizations) and provide direction on their work.
In smaller organizations, an individual manager may have a much wider scope. A single manager
may perform several roles or even all of the roles commonly observed in a large organization.

Contents

 1Definitions

o 1.1Theoretical scope

 2Nature of work

 3History

o 3.1Etymology

o 3.2Early writing

o 3.319th century

o 3.420th century

o 3.521st century

 4Topics

o 4.1Basics
 o 4.2Basic roles

o 4.3Skills

o 4.4Implementation of policies and strategies

 5Policies and strategies in the planning process

 6Levels

o 6.1Top

o 6.2Middle

o 6.3Lower

 7Training

o 7.1United States of America

 7.1.1Undergraduate

 7.1.2Graduate

o 7.2Good practices

 7.2.1Evidence-based management

 8See also

 9References

 10External links

Definitions[edit]
Views on the definition and scope of management include:

 According to Henri Fayol, "to manage is to forecast and to plan, to

organise, to command, to co-ordinate and to control."[2]

 Fredmund Malik defines it as "the transformation of resources into

utility."

 Management included as one of the factors of production – along

with machines, materials and money.

 Ghislain Deslandes defines it as “a vulnerable force, under pressure

to achieve results and endowed with the triple power of constraint,
 imitation and imagination, operating on subjective, interpersonal,
institutional and environmental levels”.[3]

 Peter Drucker (1909–2005) saw the basic task of management as

twofold: marketing and innovation. Nevertheless, innovation is also
linked to marketing (product innovation is a central strategic
marketing issue). Peter Drucker identifies marketing as a key
essence for business success, but management and marketing are
generally understood[by whom?]as two different branches of business
administration knowledge.
Theoretical scope[edit]
Management involves identifying the mission, objective, procedures, rules and manipulation[4] of
the human capital of an enterprise to contribute to the success of the enterprise.[citation needed] 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.[citation needed] As such, management is not the manipulation of a mechanism (machine or
automated program), not the herding of animals, and can occur either in a legal or in an illegal
enterprise or environment. From an individual's perspective, management does not need to be seen
solely from an enterprise point of view, because management is an essential function to improve
one's life and relationships.[citation needed] Management is therefore everywhere[citation needed] and it has a wider
range of application.[clarification needed] Based on this, management must have humans. Communication and
a positive endeavor are two main aspects of it either through enterprise or independent pursuit. [citation
needed]
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.[citation needed] This
applies even in situations where planning does not take place. From this perspective, Henri
Fayol (1841–1925)[5][page needed] considers management to consist of five functions:

1. planning (forecasting)

2. organizing

3. commanding

4. coordinating

5. controlling