the process of completing tasks effectively and efficiently through the effort of others; coordinating resources in order to accomplish an organization’s goals; carried out by a supervisor, manager or a management team

Management

conduct the management process; set goals for the business; guide the activities of the business; keep the business moving toward its goals; make things happen, but do not usually perform actual jobs in departments or businesses; responsible for seeing the work gets done

Supervisors and Managers

the primary activity a supervisor or manager performs; composed of the basic management functions; it is the key to completing a task effectively and efficiently

The Management Process

means doing the task right; the ability to do something well or achieve a desired result without wasted energy or effort; refers to the relationship between inputs and outputs

Efficiency

means doing the right task; translates into obtaining business goals; is not always efficient

Effectiveness

maintains total control over the entire operation; works in situations where employees are untrained, inexperienced or involved in a crisis

Power-oriented Style

keeps the operation running smoothly rather than accomplishing other goals; appropriate in middle management in large corporations

Routine-oriented Style

open to new ideas and seeks out employee suggestions; most effective in situations where the manager is dealing directly with employees who are producing the work

Achievement-oriented Style

occurs when a manager closely controls the work of their employees; involves the manager or supervisor controlling every step of a process with little employee freedom

Micromanagement

the pieces which compose the management process; the key steps which must be completed in order to achieve an organization’s goals; the major responsibilities or tasks of a supervisor

Management Functions

involves defining an organization’s goals, objectives, strategies and chain of command; should be realistic, comprehensive and flexible

Planning

involve long-term goals and discuss what a business wants to achieve in three to five years; do not include a target date

Strategic Plans

involve mid-range objectives, help ensure the accomplishment of strategic goals, and are built on specific objectives with target dates

Tactical Plans

focus on a company’s everyday activity and promote the success of tactical and strategic plans

Operational Plans

involves dividing the work into manageable segments in order to achieve goals

Organizing

should be completed to fulfill the employment needs of your company; involves determining how many of what type of employees are needed

Staffing

involves directing and coordinating employees, motivating employees, directing activities and communicating with employees

Leading

the process comparing your expected results with your actual performance

Controlling

anticipates and prevents undesirable outcomes

Preventative Control

takes place while an activity is in progress so problems can be corrected before they get out of hand

Concurrent Control

provides feedback after an activity is completed in order to prevent further deviations

Corrective Control

based on the ultimate goals of a business; set specialized goals

Standards

should be taken if there are significant differences between planned output and actual output

Corrective Action