User:Heema Gulati

INTRODUCTION
Management (or managing) is the administration of an organization, whether it is a business, a not-for-profit organization, or government body. Management includes the activities of setting the strategy of an organization and coordinating the efforts of its employees (or of volunteers) to accomplish its objectives through the application of available resources, such as financial, natural, technological, and human resources. The term "management" may also refer to those people who manage an organization - individually: managers.

DEFINITION
Views on the definition and scope of management include:

Henry Fayol (1841-1925) stated: "to manage is to forecast and to plan, to organise, to command, to co-ordinate and to control."

Fredmund Malik (1944- ) defines management as "the transformation of resources into utility".

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).[citation needed] 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.

LEVELS OF MANAGEMENT
Larger organizations generally have three levels of managers,[2] which are typically organized[by whom?] in a hierarchical, pyramid structure:

Senior managers
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
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.

FUNCTIONS OF MANAGEMENT
According to Fayol, management operates through five basic functions: planning, organizing, coordinating, commanding, and controlling.

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

Organizing
(or staffing) Making sure the human and nonhuman resources are put into place.

Commanding
(or leading): Determining what must be done in a situation and getting people to do it.

Coordinating
Creating a structure through which an organization's goals can be accomplished.

Controlling
Checking progress against plans.