Management in business and organizations means to coordinate the efforts of people to accomplish goals and objectives using available

resources efficiently and effectively. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization or initiative to accomplish 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 prerequisite to attempting to manage others. Theoretical scope[edit] Management involves 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. Based on this, management must have humans, communication, and a positive enterprise endeavor. 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)[3] considers management to consist of six functions: forecasting planning organizing commanding coordinating controlling
When growing your business, your management structure becomes more important as your company grows. When youre starting out, and while your company is small, you may be able to fulfill all roles in the management hierarchy. If you have a scalable, successful business however, growth is inevitable, and you will need to have managers at different levels to ensure work is completed in the most effective and efficient manner possible. This said, it is important to understand the 3 major types of managers in growing and/or larger companies. Organizations employ three levels of managers: first-line managers, middle managers, and top managers. They are arranged in a hierarchy of authority, and each has different, but related, responsibilities. These three types of managers are grouped into departments (or functions). A department is a group of people who work together and possess similar skills or use the same skill sets to perform their jobs. 1. First-line managers are responsible for the daily supervision of nonmanagerial employees. 2. Middle managers supervise first-line managers. They also work with first line managers to identify new ways of reaching organizational goals. Very often, the suggestions that they make to top management can dramatically increase organizational performance. 3. Top managers are responsible for the performance of all departments and therefore have a cross-departmental responsibility. Because top management is ultimately responsible for the success or failure of the organization, persons inside and outside of the organization closely scrutinize their performance. It is the CEOs responsibility to build a top management team that perform s well.

The term COO (chief operating officer) is often used to refer to the top manager who is being groomed to take over when the current CEO leaves the company or retires. Recall that management is the planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently. The relative importance of each phaseplanning, organizing, leading and controllingvaries according to managerial level. Top managers devote most of their time to planning and organizing. CEOs and COOs, for example, need to carefully think about and plan a companys strategy because there is a lot of risk if mistakes are made. Lower level managers devote more time to leading and controlling. Planning, organizing, leading, and controlling are all very important management functions needed to grow a successful business. Part of all management consulting services is to ensure an organizations management fulfills all of these functions to be effective. As I mentioned earlier though, as a company grows, single managers may find themselves spread out too thinly and will not be able to perform as well as they used to. Thus, its important to take note that di fferent types of managers can focus on the different management functions required to produce great results.