The process of guiding the development, maintenance, and allocation of resources to achieve organizational goals is known as management. Managers are the persons in charge of designing and implementing this management process.
Management is dynamic by nature, evolving to suit the organization's internal and external demands and limits. Managers and directors have the authority and responsibility to oversee an organization and make decisions. The management size in a business can range from a single person to thousands of managers.
Flexibility and adaptability are critical to the managerial process in a global economy where change is continually growing. This method focuses on four major organizational, functional areas: planning, organizing, leading, and controlling. Even though each of these tasks is covered separately in the chapter, they form a closely interwoven cycle of thoughts and acts.
The managerial process can be summarised as follows:
(1) anticipating potential problems or opportunities and designing plans to address them
(2) coordinating and allocating the resources required to implement plans
(3) guiding personnel through the implementation process,
(4) Review results and make any necessary changes.
This final stage gives data for continued planning efforts, and the cycle begins all over again. The four functions are highly interrelated, with managers frequently executing more than one at a time and each numerous times over a typical workday.
Planning, organizing, leading, and controlling are the four major functions of managers. They can assist managers in improving the efficiency and effectiveness of their organizations. Efficiency refers to the ability to complete tasks with the fewest resources necessary, whereas effectiveness refers to achieving the desired outcome. To fulfill corporate goals, managers must be both efficient and effective.
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