Management refers to the organization and coordination of work to produce a desired result. A manager is a person who practices management by working with and through people in order to accomplish his or her organizations goals. When you think of the term manager , you may be imagining your supervisor as he or she hires and terminates employees and makes major decisions above your authority. However, although you may not think of yourself in this way, you may also be a manager. In fact, many of us practice management skills more often than we think. You may have a team of employees that you manage, or lead a project that requires management strategy, or demonstrate leadership qualities among your peers. These are all scenarios that require you to apply the principles of management. In this course, you will learn to recognize the characteristics of proper management by identifying what successful managers do and how they do it. Understanding how managers work is just as beneficial for the subordinate employee as it is for the manager. This course is designed to teach you the fundamentals of management as they are practiced today. Management began to emerge as a practice during the Industrial Revolution, as large corporations began to emerge in the late 19 th century and developed and expanded into the 20 th century. The fundamental concepts of modern management were famously explored by Frederick Winslow Taylor, an American engineer who wrote The Principles of Scientific Management , published in 1911. Taylor aimed to couple the efficiency needs of a business with the specialized talents of its employees. Each employee was then seen as a cog in a wheel - a useful yet expendable part of the businesss operation. Taylors analysis was heavily driven by the research he conducted. His conclusion was that employees are almost always driven by money. Because businesses at the time had very little production capacity, the principles of management focused on driving this production by enticing employees with more money for increased production. As such, managements focus was on producing as much as possible to meet consumer demand for goods and services. Many industries during the early 1900s did not have any competition, so they dominated their industries. But with the development of the assembly line in the 1920s, and the attendant automation of production processes, a change in management strategy also occurred, causing businesses to rethink how they managed their resources (e.g. their people, finances, capital, and tangible assets). By the late 20 th century, automation, higher educational levels, and the push for speed had changed management practices, and business had by and large moved away from a top-down, centralized direction style toward leaner organizations with less regimentation. Nevertheless, Taylors theories and their lessons remain important as a foundation for understanding how to manage large projects that require a variety of skills and a large number of workers. This course will illustrate the ways in which the practice of management evolves as firms grow in size. Historically, middle managers have served as so-called "gatekeepers" who collect, analyze, and pass on information up and down the management chain within an organization. But two recent developments at the turn of the 21 st century - namely, low-cost data manipulation in computers and the emergence of widespread, real-time communication (in the forms of low-cost long-distance and global calling, email, text messaging, social media, and wireless phones) - have reduced the need for these middle-manager gatekeepers, and companies have eliminated thousands of such positions. The goal? To speed the flow of information and decision-making and reduce the number of layers that separate the customer from the leadership of an organization. This course is based upon the idea that the essential purpose of a business is to produce products and services in order to meet the needs and wants of the marketplace. A manager marshals an organizations resources (its people, finances, facilities, and equipment) towards this fundamental goal. In this course, you will explore the tasks that todays managers perform and delve into the key knowledge areas that managers need to master in order to run successful and profitable businesses.
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