Editing Management (section)

== Definitions ==

Views on the definition and scope of management include:
* [[Henri Fayol]] (1841–1925) stated: "To manage is to forecast and to plan, to organize, to command, to co-ordinate and to control".<ref name="Gulshan">{{cite book|author= SS Gulshan|title= Management Principles and Practices by Lallan Prasad and SS Gulshan|url= https://books.google.com/books?id=ky4em-N02tAC&pg=PA6|publisher= Excel Books India|isbn= 978-93-5062-099-1|pages= 6–}}</ref>
* [[Fredmund Malik]] (1944– ) defines management as "the transformation of resources into utility".<ref>
[https://prezi.com/zhtml5qf4el6/management-is-the-transformation-of-resources-into-utility/ Ann Viola Ulvin]
</ref>
* Management is included{{by whom|date=January 2020}} as one of the [[factors of production]] – along with machines, materials and money.
* [[Ghislain Deslandes]] defines management as "a vulnerable force, under pressure to achieve results and endowed with the triple power of constraint, imitation, and imagination, operating on subjective, [[Interpersonal communication|interpersonal]], institutional and environmental levels".<ref>Deslandes G., (2014), “Management in Xenophon's Philosophy: a Retrospective Analysis”, 38th Annual Research Conference, Philosophy of Management, 2014, July 14–16, Chicago</ref>
* [[Peter Drucker]] (1909–2005) saw the basic task of management as twofold: [[marketing]] and [[innovation]]. Nevertheless, innovation is also linked to marketing (product innovation is a central strategic marketing issue).{{citation needed|date=January 2020}} Drucker identifies marketing as a key essence for business success, but management and marketing are generally understood{{by whom|date=June 2013}} as two different branches of business administration knowledge. 

===Theoretical scope===
Management involves identifying the [[mission statement|mission]], objective, [[Procedure (business)|procedures]], rules and manipulation<ref>
Prabbal Frank attempts to make a subtle distinction between management and manipulation: {{cite book
| last1                 = Frank
| first1                = Prabbal
| year                  = 2007
| title                 = People Manipulation: A Positive Approach
| url                   = https://books.google.com/books?id=H9n2vQ7JFVwC
| edition               = 2
| location              = New Delhi
| publisher             = Sterling Publishers Pvt. Ltd
| publication-date      = 2009
| pages                 = 3–7
| isbn                  = 978-81-207-4352-6
| access-date            = 2015-09-05
| quote                 = There is a difference between management and manipulation. The difference is thin [...] If management is handling, then manipulation is skillful handling. In short, manipulation is skillful management. [...] Manipulation is in essence leveraged management. [...] It is an alive thing while management is a dead concept. It requires a proactive approach rather than a reactive approach. [...] People cannot be managed.
}}
</ref> of the [[human capital]] of an [[business|enterprise]] to contribute to the success of the enterprise.<ref>{{Cite journal|last=Powell|first=Thomas C.|date=2001|title=Competitive advantage: logical and philosophical considerations|journal=Strategic Management Journal|language=en|volume=22|issue=9|pages=875–888|doi=10.1002/smj.173|issn=1097-0266|doi-access=free}}</ref> Scholars have focused on the management of individual,<ref>{{Cite journal|last=Langfred|first=Claus|date=2000|title=The paradox of self-management: individual and group autonomy in work groups|journal=Journal of Organizational Behavior|volume=21|issue=5|pages=563–585|doi=10.1002/1099-1379(200008)21:5<563::AID-JOB31>3.0.CO;2-H}}</ref> organizational,<ref>{{Cite journal|last1=Wood|first1=Robert|last2=Bandura|first2=Albert|date=1989|title=Social Cognitive Theory of Organizational Management|journal=The Academy of Management Review|volume=14|issue=3|pages=361–384|doi=10.2307/258173|jstor=258173|issn=0363-7425}}</ref> and inter-organizational relationships. This implies effective [[communication]]: an enterprise environment (as opposed to a physical or mechanical mechanism) implies human [[motivation]] and implies some sort of successful progress or [[system]] outcome.<ref>{{Cite journal |last1=Julie Zink |first1=Ph D. |last2=Zink |first2=Julie |date=2017 |title=Chapter 1: Introducing Organizational Communication |url=https://granite.pressbooks.pub/organizationalcommunication/chapter/chapter-1/ |language=en}}</ref> As such, management is not the manipulation of a mechanism (machine or automated program), not the herding of animals, and can occur either in a legal or in an illegal enterprise or environment. From an individual's perspective, management does not need to be seen solely from an enterprise point of view, because management is an essential{{quantify|date=January 2020}} function in improving one's [[personal life|life]] and [[Social relationship|relationships]].<ref>{{Cite web |date=2021-06-06 |title=Managerial Skills - 3 Types of Skills Each Manager Will Need |url=https://www.entrepreneurshipinabox.com/202/managerial-skills/ |access-date=2022-06-18 |website=Entrepreneurs Box |language=en-US}}</ref>  Management is therefore everywhere<ref>{{Cite web |date=2018-06-12 |title=Management is Universal Process and Phenomenon (Explained) |url=https://www.iedunote.com/management-is-universal |access-date=2022-06-18 |website=www.iedunote.com |language=en-US}}</ref> and it has a wider range of application.{{clarify|date= August 2015}} Communication and a positive endeavor are two main aspects of it either through enterprise or through independent pursuit.{{citation needed|date= August 2015}} Plans, [[measurements]], motivational [[Psychology|psychological]] tools, goals, and economic measures (profit, etc.) may or may not be necessary components for there to be management. At first, one views management functionally, such as measuring quantity, adjusting [[plan]]s, and meeting [[goal]]s,{{citation needed|date= September 2015}} but this applies even in situations where planning does not take place. From this perspective, [[Henri Fayol]] (1841–1925)<ref>'' Administration industrielle et générale – prévoyance organization – commandment, coordination – contrôle'', Paris: Dunod, 1966</ref>{{page needed|date= August 2015}} considers management to consist of five [[function (engineering)|functions]]:

* planning (forecasting)
* organizing
* commanding
* coordinating
* controlling

In another way of thinking, [[Mary Parker Follett]] (1868–1933), allegedly defined management as "the art of getting things done through people".<ref>
{{cite book
| last1                 = Jones
| first1                = Norman L.
| chapter               = Chapter Two: Of Poetry and Politics: The Managerial Culture of Sixteenth-Century England
| editor1-last          = Kaufman
| editor1-first         = Peter Iver
| title                 = Leadership and Elizabethan Culture
| chapter-url                  = https://books.google.com/books?id=nvDQAQAAQBAJ
| series                = Jepson Studies in Leadership
| publisher             = Palgrave Macmillan
| publication-date      = 2013
| page                  = 17
| isbn                  = 978-1-137-34029-0
| access-date            = 2015-08-29
| quote                 = Mary Parker Follett, the 'prophet of management' reputedly defined management as the 'art of getting things done through people.' [...] Whether or not she said it, Follett describes the attributes of dynamic management as being coactive rather than coercive.
| date                = 2013-10-02
}}
</ref> She described management as a philosophy.<ref>''Vocational Business: Training, Developing and Motivating People'' by Richard Barrett – Business & Economics – 2003. p. 51.</ref>{{qn|date= August 2015}}

Critics,{{which|date= August 2015}} however, find this definition useful but far too narrow. The phrase "management is what managers do" occurs widely,<ref>
Compare: {{cite book
| last1                 = Holmes
| first1                = Leonard
| title                 = The Dominance of Management: A Participatory Critique
| url                   = https://books.google.com/books?id=eWvz_oUFLaMC
| series                = Voices in Development Management
| publisher             = Ashgate Publishing, Ltd.
| publication-date      = 2012
| page                  = 20
| isbn                  = 978-1-4094-8866-8
| access-date            = 2015-08-29
| quote                 = Lupton's (1983: 17) notion that management is 'what managers do during their working hours', if valid, could only apply to descriptive conceptualizations of management, where 'management' is effectively synonymous with 'managing', and where 'managing' refers to an activity, or set of activities carried out by managers.
| date                = 2012-11-28
}}
</ref> suggesting the difficulty of defining management without [[circular definition|circularity]], the shifting nature of definitions{{citation needed|date= August 2015}} and the connection of [[Managerialism|managerial practices]] with the existence of a [[managerial class|managerial cadre]] or of a [[social class|class]].

One habit of thought regards management as equivalent to "[[business administration]]" and thus excludes management in places outside [[commerce]], for example in [[Charitable organization|charities]] and in the [[public sector]]. More broadly, every organization must "manage" its work, people, processes, technology, etc. to maximize effectiveness.{{citation needed|date= September 2015}} Nonetheless, many people refer to university departments that teach management as "[[business school]]s". Some such institutions (such as the [[Harvard Business School]]) use that name, while others (such as the [[Yale School of Management]]) employ the broader term "management".

English speakers may also use the term "management" or "the management" as a collective word describing the managers of an organization, for example of a [[corporation]].<ref>
{{OEtymD|management|accessdate=2015-08-29}} – "Meaning 'governing body' (originally of a theater) is from 1739."
</ref>
Historically this use of the term often contrasted with the term ''[[Industrial relations|labor]]'' – referring to those being managed.<ref>
See for examples {{cite book
| editor1-last          = Melling
| editor1-first         = Joseph
| editor2-last          = McKinlay
| editor2-first         = Alan
| title                 = Management, Labour, and Industrial Politics in Modern Europe: The Quest for Productivity Growth During the Twentieth Century
| url                   = https://books.google.com/books?id=VP2zAAAAIAAJ
| publisher             = Edward Elgar
| publication-date      = 1996
| isbn                  = 978-1-85898-016-4
| access-date            = 2015-08-29
| year          = 1996
}}
</ref>