1. What is management?

According to James A.F. Stoner, Management is the process of planning,

organizing, leading and controlling the efforts of organization members and of using all
other organizational resources to achieve stated organizational goals.

2. Identify the four functions of management.

Planning involves defining goals, establishing strategies for achieving those
goals, and developing plans to integrate and coordinate activities.
Organizing involves arranging and structuring work to accomplish the
organizations goals.
Leading involves working with and through people to accomplish organizational
goals.
Controlling involves monitoring, comparing, and correcting work performance.
3. What are the types of managers?
The Problem-Solving Manager - Drive to support others and spearhead
solutions. This boss is task-driven and focused on achieving goals. These
problem solvers are constantly putting out fires and leading by chaos. The
paradox here is this: It is often the manager who creates the very problems and
situations that they work so hard to avoid. Continually providing solutions often
results in the lackluster performance that they are working so diligently to
eliminate.
The Pitchfork Manager - People who manage by a pitchfork are doing so with a
heavy and often controlling hand: demanding progress, forcing accountability,
prodding and pushing for results through the use of threats and fear tactics. This
style of tough, ruthless management is painful for people who are put in a
position where they are pushed to avoid consequences rather than pulled toward
a desired goal.
The Pontificating Manager - These managers will readily admit they dont follow
any particular type of management strategy. Instead, they shoot from the hip,
making it up as they go along, often generating sporadic, inconsistent results. As
a result, they often find themselves in situations that they are unprepared for.
Interestingly, the Pontificating Manager thrives on situations like this. Often
 adrenaline junkies themselves, these managers are in desperate need of
developing the second most essential proficiency of a coach: masterful listening.
The Presumptuous Manager - focus more on themselves than anything else. To
them, their personal production, recognition, sales quotas, and bonuses take
precedence over their people and the value they are responsible for building
within each person on their team. Presumptuous Managers often put their
personal needs and objectives above the needs of their team.
The Perfect Manager - These managers are open to change, innovation, and
personal growth with the underlying commitment to continually improve and
evolve as sales managers, almost to a fault. This wonderful trait often becomes
their weakness. In their search for the latest and greatest approach, like
Pontificating Managers, Perfect Managers never get to experience the benefit of
consistency.
The Passive Manager - take the concept of developing close relationships with
their team and coworkers to a new level. These managers have one ultimate
goal: to make people happy. While this is certainly an admirable trait, it can
quickly become a barrier to leadership efforts if not managed effectively. Although
wholesome and charming, this type of boss is viewed as incompetent,
inconsistent, and clueless, often lacking the respect they need from their
employees in order to effectively build a championship team.
The Proactive Manager - encompasses all of the good qualities that the other
types of managers possess, yet without all of their pitfalls. Here are the
characteristics that this ideal manager embodies, as well as the ones for you to
be mindful of and develop yourself. Product and industry knowledge, sales
acumen, efficiency, focus, organization, and passion for continued growth just
like the Perfect Manager
The Proactive Manager is the ultimate manager and coach, and a testimonial to
the additional skills and coaching competencies that every manager needs to
develop in order to build a world-class team.
4. Levels of Management
Front-Line or Supervisory Management - lowest level in the hierarchy of
management. The jobs at this level are the entry level positions into management
profession. Managers at this level direct the operating employees (workers).
They are close to the action for their job involves supervising the activities of
operatives. In production department are foreman, supervisor, superintendent,
inspector and so on. In manufacturing concern, in marketing, finance and others
departments, they are called management trainees or junior executives. In a
government office, the term superintendent or section officer is preferred.
Middle level Management - Managers who work at levels between the lower and
top levels constitute the middle management. Departmental heads, Regional
managers, Zonal managers and so on fall in this category. They report to top
managers. Their principal responsibilities are to direct the activities of lower level
managers who implement the organizations policies.
Top level Management - the highest level in the management hierarchy. This is
the policy making level in any organization. This level consists of a small group of
executives. Board of Directors, Chairman, Managing Director and the top
functional heads such as COO, CIO, and such other C-suite managers, and
divisional managers comprise this level. Top managers are responsible for the
overall management of the organization. They decide the enterprise objectives,
policies and strategies to be pursued to achieve the objectives. They provide
direction to the organization by guiding its interactions with the environment.
5. Who is Henri Fayol?
Henri Fayol was born in Istanbul in 1841. When he was 19, he began working as
an engineer at a large mining company in France. He eventually became the
director, at a time when the mining company employed more than 1,000 people.
Through the years, Fayol began to develop what he considered to be the 14 most
important principles of management. Essentially, these explained how managers
should organize and interact with staff.

14 Principles of Management
1. Division of Work When employees are specialized, output can increase because
they become increasingly skilled and efficient.
2. Authority Managers must have the authority to give orders, but they must also
keep in mind that with authority comes responsibility.
3. Discipline Discipline must be upheld in organizations, but methods for doing so
can vary.
4. Unity of Command Employees should have only one direct supervisor.
5. Unity of Direction Teams with the same objective should be working under the
direction of one manager, using one plan. This will ensure that action is properly
coordinated.
6. Subordination of Individual Interests to the General Interest The interests of one
employee should not be allowed to become more important than those of the group.
This includes managers.
7. Remuneration Employee satisfaction depends on fair remuneration for everyone.
This includes financial and non-financial compensation.
8. Centralization This principle refers to how close employees are to the decision-
making process. It is important to aim for an appropriate balance.
9. Scalar Chain Employees should be aware of where they stand in the
organization's hierarchy, or chain of command.
10. Order The workplace facilities must be clean, tidy and safe for employees.
Everything should have its place.
11. Equity Managers should be fair to staff at all times, both maintaining discipline as
necessary and acting with kindness where appropriate.
12. Stability of Tenure of Personnel Managers should strive to minimize employee
turnover. Personnel planning should be a priority.
13. Initiative Employees should be given the necessary level of freedom to create and
carry out plans.
14. Esprit de Corps Organizations should strive to promote team spirit and unity.