Principles of Management Essentials You Always Wanted To Know

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Principles of Management Essentials You Always Wanted To Know prepares new managers and leaders with building blocks of management.  You will learn how to define management and how management differs at different levels of an organization. You will understand the main functions of a manager so that you can incorporate those functions into your new role.  You are given tools to assist you with some of the more challenging aspects of management such as decision making, conflict management,and problem solving.After you have learned about managing people internally in your organization, you will begin to learn how to manage your external customers and gain their business. These timeless elements of management will provide you the fundamentals with a 21st century point of view.
This Self-Learning Management Series intends to give a jump start to working professionals, whose job roles demand to have the knowledge imparted in a B-school but haven’t got a chance to visit one. This series is designed to address every aspect of business from HR to Finance to Marketing to Operations, be it any industry. Each book includes basic fundamentals, important concepts, standard and well-known principles as well as practical ways of application of the subject matter. The distinctiveness of the series lies in that all the relevant information is bundled in a compact form that is very easy to interpret.
Principles of Management Essentials You Always Wanted To Know gives you a look into the world of management and some of its key elements.  When you have completed reading this book you should be able to:
  • Define management in an organization, understand its functions and elements
  • Know the business responsibilities of a manager
  • Describe tools that can help you navigate your role as a manager
  • Know how to manage employee and team relationships
  • Know how to manage customer relationships

Table of contents

1. Introduction to Management
    Management Types
2. Functions of Management
3. Planning and Decision Making
    Define the Problem
    Gather Information
    Identify the Options
    Consider the Data
    Choose an Alternative
    Review your Decision
4. Leaders vs. Managers
    Managerial Traits vs. Leader Traits
    Am I a Manager and a Leader?
5. Organizational Charts and Structure
    Team Based
    Organizational Design
6. Budgeting
    Types of Budgets
    Special Budgets
    Other Budgeting Methods
    Budgeting Considerations
7. Problem Solving
    Define the Problem
    Understanding Intricacies
    Processes to Aide in Problem Solving
8. Group Dynamics
    Stages of Group Development
    Group Types
    Factors in Group Behavior
    Causes of Poor Group Dynamics
9. Converting a group to a successful team
     Group vs Team
     Approaches to Improving Team Dynamics
10. Conflict Resolution
      Types of Conflict
      Healthy vs Unhealthy Conflict Management
      Conflict Management Strategies
11. Communication
      Communication Process
      Communication Types
      Barriers to Effective Communication
      Managerial Communication
      General Listening
      Active Listening
     Tips to remember about Communication
12. Change
       Change Management Plan
       Change Management Tools
13. Organizational Culture
      Specific Types of Organizational Culture
      Importance of Culture
      What Influences Culture?
      Disadvantages of Culture
      Open Door Policy
14. Total Quality Management
     Aspects of TQM
     TQM Tools
     Production vs Operations Management
15. Operations
      Role of Technology
16. People Management
      Staffing Process
      Staffing Challenges
      Recruiting Staff
      Selecting the Right Employee
      Onboarding New Employees
      Performance Management
17. Customer Relationship Management
      Defining Customer Relationship
      Types of Customers
      Customer Orientation
      Ensuring Quality Customer Relationships
      Measuring Customer Relationships
BUS041000 BUSINESS & ECONOMICS / Management
BUS071000 BUSINESS & ECONOMICS / Leadership
BUS030000 BUSINESS & ECONOMICS / Human Resources & Personnel Management
BUS096000 BUSINESS & ECONOMICS / Office Management
BUS085000 BUSINESS & ECONOMICS / Organizational Behavior
BUS103000 BUSINESS & ECONOMICS / Organizational Development

Sample from the book
Management Types

Managerial roles are typically housed inside organizations. Organizations comprise of a group of people brought together to carry out a specific purpose whether it is a for-profit or a not-for-profit organization. Organizations across the country and around the world are easily identified by the goals they have set, the structure put into place, and the people involved. The people involved in an organization can be placed into one of two groups, operatives or managers. Operatives are working directly on jobs, tasks, or projects and are not responsible for overseeing the work of others. Managers are more focused on directing the activities of others.

Most organizations refer to vertical management or top down management in regards to the various levels of management within the organization. Vertical management defines the level at which an employee is functioning within the organization. These levels include top level managers, middle managers, first-line managers, and operators. The biggest challenge of vertical management is the flow of communication. Two-way communication is difficult to accomplish specifically when lower levels of the organization are trying to communicate up to the top level.

Top-level managers make decisions about where the organization is going and put into place policies that affect all members of the organization. Examples of these managers are Chief Executive Officer (CEO), Chief Technology Officer (CTO), Chief Financial Officer, etc. Some organizations include their executive vice presidents and division heads as a part of their top management team. These managers are responsible for ensuring long term success for the organization. They pay attention to internal and external environmental drivers when they are developing long term strategies.

Middle managers exist between the first-line and top levels of management. Examples of these managers are department heads and directors. They act as liaison between the two levels pushing down information to first-line managers and pushing up information to top-level managers. They also take the “big picture” strategic plans developed by the top-level managers and break it down into operational plans for the first-line managers. As middle manager’s most critical role is implementing directives from the top management team and support first-line managers while they work with their teams to complete the day to day activities to achieve the directives.

First-line managers direct the day to day activities of employees and are typically entry level roles. Examples of these managers are assistant manager, shift manager, supervisor, office manager, etc. These managers are the closest to the employees and their activities. They are primarily responsible for ensuring that the organizational plans are completed efficiently and effectively. First-line managers are important because they are usually the first to identify internal issues and problems with operations. For this reason, it is critical that they are communicating frequently with their managers.


Authority is the power or right to have others perform the tasks and activities you need them to do. Essentially, authority allows the holder to disperse the organization’s resources in a way that will best achieve organizational goals and strategies. There are three main types of authority that can be used in an organization: line, staff, and functional.


When a manager is given an employee that reports to them (aka a subordinate) they have the official ability to give that employee orders or directives. These orders and directives are typically issued to help achieve their organization’s goals and objectives with efficiency and effectiveness. Line authority is given to managers who are directly accountable for departments or areas within the organization to aide them in their required activities. For example, an office manager has line authority over each immediate subordinate according the organization chart reporting structure.


Staff authority is the right to assist or guide those who hold line authority and other employees. Staff authority gives those responsible for performing mandatory tasks the ability to improve effectiveness and efficiency of line employees. Line and staff employees collaborate closely to achieve increased effectiveness and efficiency. For example, supply chain managers have staff authority relative to the office manager. The supply chain manager can advise the office manager on approved items to purchase within the organization.


Subordinates can veto suggested management directives or propose specific actions based on their area of specialty when they are given functional authority. In many hospitals, physicians are given functional authority to veto management decisions and make recommendations based on their best judgement for patient care.


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