Management in businesses and organizations is the function that coordinates the efforts of people to accomplish goals and objectives by using available resources efficiently and effectively. Management includes planning, organizing, staffing, leading or directing, and controlling organization to accomplish the goal or target. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources.

1. Management in businesses and organizations is the function
that coordinates the efforts of people to accomplish goals and
objectives by using available resources efficiently and
effectively. Management includes planning, organizing,
staffing, leading or directing, and controlling organization to
accomplish the goal or target. Resourcing encompasses the
deployment and manipulation of human resources, financial
resources, technological resources, and natural resources.

2. Management involves identifying the mission, objective,
procedures, rules and manipulation of the human
capital of an enterprise to contribute to the success of
the enterprise. Mary Parker Follett define the
management "The Art Of Getting Things Done Through
People".
1. There is two way to define the management.
1. Management Style
1. Management Level

3. Management Style
Management leadership is about finding ways to meet the
needs of your employees and of your organization. There is
no single correct management leadership style the best
leadership style is the one that meets the challenges you are
facing and the needs of the people you are leading. Effective
leaders are often flexible and are able to change their style of
leadership to suit changing circumstances.
Daniel Goleman says "Leadership that Gets Results".
They found that the best leaders were self aware and had
empathy for others. Most interesting is that instead of
having one distinct management style based on their
personalities, Goleman found that successful managers are
able to switch styles as needed, depending upon the
situation.

4.  Coercive : Goleman describes the "coercive" leadership style
as, "Do as I say." It's good only when it's important that others
know to take orders without question, such as after a nature
disaster. It might also be effective when a company needs a
complete turnaround to stay in business. In most business
situations, though, the coercive style is too overbearing and
can squash employees' motivation and morale.
 Authoritative : A company that is floundering might be
helped when a leader uses the authoritative, "come with me"
approach. Instead of giving orders, the leader gives the goal
but lets team members decide how they're going to get there.
Authoritative approaches work well when the team needs a
new vision, but the members are self-directed enough to figure
out how to accomplish it.

5.  Affiliative : In using an affiliative style, the leader puts great
emphasis on the team members to build their morale and help them
feel good about working together as a team. Everyone's contributions
are stressed, and everyone is important to the team. It's a good way
to build trust and team harmony. A leader who only uses the
affiliative style, however, often fails to correct poor employee actions,
and the company can suffer as a result.
 Democratic : Giving everyone a voice and a vote sounds fair, said
Goleman, but it can bog down the company's operations. It's a good
way to encourage everyone to speak up and offer ideas, which is
especially useful when the direction to take is uncertain and new
thoughts are needed. Giving everyone or any time a decision is
needed quickly.
.

6.  Pacesetting : Leaders who set high standards for
themselves and encourage others to meet these standards
are setting the pace for high achievement. It works for
highly self-motivated employees, but others can feel
constantly pushed to excel. Pacesetting can harm the
company's overall climate when everyone feels pushed to
do more and at a faster pace. When they can't keep up the
pace, they begin to feel as if they're failing, regardless how
much they might be achieving.
 Coaching : Coaching is great for helping employees who
want to improve their habits and are eager to have help
doing so. It doesn't work as well for those who are resistant
to change or don't believe they need to do so. It can also
undermine a person's self-confidence if he feels he is being
coached too much and not allowed to think for himself.

7. Management Level
1. Top Level Management :
1. Top level managers work at the top of organizations and
guide strategy and planning. Top level management
consists of boards of directors, presidents, vice presidents,
2. They develop goals, strategic plans, and company policies
and make decisions.
3. Top managers need to have more conceptual skill than
technical skill. They CEOs, general managers and senior
managers, etc. the direction of the business. Understand
how competition, world economies, politics, and social
trends affect organizational effectiveness

8. 2. Middle Level Management
Middle management is the intermediate management level
accountable to top management and responsible for leading lower
level managers.
Middle management is at the center of a hierarchical
organization, subordinate to the senior management but above the
lowest levels of operational staff.
Middle managers are accountable to top management for
their department's function.
They provide guidance to lower level managers and inspire
them to perform better.
Middle management functions generally revolve around
enabling teams of workers to perform effectively and efficiently and
reporting these performance indicators to upper management
Middle management may be reduced in organizations as a
result of reorganization.
Such changes can take the form of downsizing, "delayering," and
outsourcing.

9. 3. Frontline Management
Frontline managers oversee primary production activities on a
daily basis, so the need very high interpersonal and technical skills.
Frontline management is the level of management that oversees
a company's primary production activities.
Frontline managers assign employees tasks, supervise employees,
ensure quality and quantity production, make recommendations, channel
employee problems to other managers, provide technical expertise, check
quality, and deal with customers and clients.
Frontline managers who are responsible for dealing directly with
the operating personnel need very high interpersonal and technical skills.
Frontline managers are actively involved in operations; examples
of frontline management include a store manager or manufacturing
facility manager.

10. Management Functions
● Planning: Deciding what needs to happen in the future and generating plans
for action(deciding in advance).
● Organizing: Making sure the human and nonhuman resources are put into
place.
● Staffing: Creating a structure through which an organization's goals can be
accomplished.
● Leading: Determining what must be done in a situation and getting people to
do it.
● Controlling: Checking progress against plans.

11. Branches
1. Financial Management
2. Human Resource Management
3. Information Technology Management
4. Marketing Management
5. Operations Management
6. Strategic Management
References :
leadership that gets results by Daniel Goleman (link : http://bit.ly/1wzFkMo)
Management Levels and Types (link : http://bit.ly/1XsaCWL)