Management (or managing ) is the administration of organizations, whether they are a business , a nonprofit organization , or a government body through business administration , nonprofit management , or the political science sub-field of public administration respectively. It is the process of managing the resources of businesses, governments, and other organizations.
118-430: Technology management refers to the integrated planning, design, optimization, operation and control of technological products, processes and services, in order to manage of the use of technology for human advantage. It contains a number of management disciplines that allow organizations to manage their technological fundamentals to benefit their customers. The role of the technology management function in an organization
236-417: A Bachelor of Commerce or a Master of Business Administration degree. Some major organizations, including companies, non-profit organizations, and governments, require applicants to managerial or executive positions to hold at minimum bachelor's degree in a field related to administration or management, or in the case of business jobs, a Bachelor of Commerce or a similar degree. At the undergraduate level,
354-442: A chief financial officer , chief technology officer , and so on. They are responsible for controlling and overseeing the operations of the entire organization. They set a " tone at the top " and develop strategic plans , company policies , and make decisions on the overall direction of the organization. In addition, top-level managers play a significant role in the mobilization of outside resources. Senior managers are accountable to
472-417: A better world. Buddhists emphasize the practice of loving-kindness toward all sentient beings as a means to eliminate suffering . Many other types of motivation are discussed in the academic literature. Moral motivation is closely related to altruistic motivation. Its motive is to act in tune with moral judgments and it can be characterized as the willingness to "do the right thing". The desire to visit
590-671: A broad understanding of competition, world economies, and politics. In addition, the CEO is responsible for implementing and determining (within the board's framework) the broad policies of the organization. Executive management accomplishes the day-to-day details, including instructions for the preparation of department budgets, procedures, and schedules; appointment of middle-level executives such as department managers; coordination of departments; media and governmental relations; and shareholder communication. Consist of general managers , branch managers and department managers. They are accountable to
708-530: A dedicated personnel department. By 1929 that number had grown to over one-third. Formal management education became standardized at colleges and universities. Colleges and universities capitalized on the needs of corporations by forming business schools and corporate placement departments. This shift toward formal business education marked the creation of a corporate elite in the US. By about 1900 one finds managers trying to place their theories on what they regarded as
826-440: A form of desire while Jackson Beatty and Charles Ransom Gallistel see it as a physical process akin to hunger and thirst. Some definitions stress the continuity between human and animal motivation, but others draw a clear distinction between the two. This is often emphasized by the idea that human agents act for reasons and are not mechanistically driven to follow their strongest impulse. A closely related disagreement concerns
944-405: A genuine concern for the well-being of others. It is associated with the desire to assist and help others in a non-transactional manner without the goal of obtaining personal gain or rewards in return. According to the controversial thesis of psychological egoism , there is no altruistic motivation: all motivation is egoistic. Proponents of this view hold that even apparently altruistic behavior
1062-408: A goal while the second part is about planning how to realize this goal. Many different types of motivation are discussed in the academic literature. They differ from each other based on the underlying mechanisms responsible for their manifestation, what goals are pursued, what temporal horizon they encompass, and who is intended to benefit. The distinction between intrinsic and extrinsic motivation
1180-597: A hierarchy of means-end relationships. This implies that several steps or lower-level goals may have to be fulfilled to reach a higher-level goal. For example, to achieve the higher-level goal of writing a complete article, one needs to realize different lower-level goals, like writing different sections of the article. Some goals are specific, like reducing one's weight by 3 kg, while others are non-specific, like losing as much weight as possible. Specific goals often affect motivation and performance positively by making it easier to plan and track progress. The goal belongs to
1298-547: A key role in the field of economics. In order to predict the behavior of economic actors , it is often assumed that they act rationally. In this field, rational behavior is understood as behavior that is in tune with self-interest while irrational behavior goes against self-interest. For example, based on the assumption that it is in the self-interest of firms to maximize profit, actions that lead to that outcome are considered rational while actions that impede profit maximization are considered irrational. However, when understood in
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#17327906998091416-544: A manager's organization and a foe's. The writings of influential Chinese Legalist philosopher Shen Buhai may be considered to embody a rare premodern example of abstract theory of administration. American philosopher Herrlee G. Creel and other scholars find the influence of Chinese administration in Europe by the 12th century. Thomas Taylor Meadows, Britain's consul in Guangzhou , argued in his Desultory Notes on
1534-538: A market embracing diversity and a rising service industry. Managers are currently being trained to encourage greater equality for minorities and women in the workplace, by offering increased flexibility in working hours, better retraining, and innovative (and usually industry-specific) performance markers. Managers destined for the service sector are being trained to use unique measurement techniques, better worker support, and more charismatic leadership styles. Human resources finds itself increasingly working with management in
1652-422: A mere hypothetical construct. The term "motivation" is closely related to the term "motive" and the two terms are often used as synonyms. However, some theorists distinguish their precise meanings as technical terms. For example, psychologist Andrea Fuchs understands motivation as the "sum of separate motives". According to psychologist Ruth Kanfer , motives are stable dispositional tendencies that contrast with
1770-408: A moral motivation to follow them. Certain forms of psychopathy and brain damage can inhibit moral motivation. Self-determination theorists, such as Edward Deci and Richard Ryan , distinguish between autonomous and controlled motivation. Autonomous motivation is associated with acting according to one's free will or doing something because one wants to do it. In the case of controlled motivation,
1888-476: A motivational state is shaped by the goal it aims to achieve. Intensity is the strength of the state and affects whether the state is translated into action and how much effort is employed. Persistence refers to how long an individual is willing to engage in an activity. Motivation is often divided into two phases: in the first phase, the individual establishes a goal, while in the second phase, they attempt to reach this goal. Many types of motivation are discussed in
2006-467: A movement for evidence-based management . The English verb manage has its roots in the fifteenth-century French verb mesnager , which often referred in equestrian language "to hold in hand the reins of a horse". Also the Italian term maneggiare (to handle, especially tools or a horse) is possible. In Spanish , manejar can also mean to rule the horses. These three terms derive from
2124-537: A philosophy. Critics, however, find this definition useful but far too narrow. The phrase "management is what managers do" occurs widely, suggesting the difficulty of defining management without circularity , the shifting nature of definitions and the connection of managerial practices with the existence of a managerial cadre or of a class . One habit of thought regards management as equivalent to " business administration " and thus excludes management in places outside commerce , for example in charities and in
2242-454: A physical or mechanical mechanism) implies human motivation and implies some sort of successful progress or system outcome. 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
2360-439: A pyramid structure: Management is taught across different disciplines at colleges and universities. Prominent major degree programs in management include Management , Business Administration and Public Administration . Social scientists study management as an academic discipline , investigating areas such as social organization , organizational adaptation , and organizational leadership . In recent decades, there has been
2478-438: A sense of autonomy and positive feedback from others. In the field of education, intrinsic motivation tends to result in high-quality learning. However, there are also certain advantages to extrinsic motivation: it can provide people with motivation to engage in useful or necessary tasks which they do not naturally find interesting or enjoyable. Some theorists understand the difference between intrinsic and extrinsic motivation as
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#17327906998092596-603: A sick friend to keep a promise is an example of moral motivation. It can conflict with other forms of motivation, like the desire to go to the movies instead. An influential debate in moral philosophy centers around the question of whether moral judgments can directly provide moral motivation, as internalists claim. Externalists provide an alternative explanation by holding that additional mental states, like desires or emotions, are needed. Externalists hold that these additional states do not always accompany moral judgments, meaning that it would be possible to have moral judgments without
2714-449: A spectrum rather than a clear dichotomy. This is linked to the idea that the more autonomous an activity is, the more it is associated with intrinsic motivation. A behavior can be motivated only by intrinsic motives, only by extrinsic motives, or by a combination of both. In the latter case, there are both internal and external reasons why the person engages in the behavior. If both are present, they may work against each other. For example,
2832-469: A sustained dedication over time. The motivational persistence in relation to the chosen goal contrasts with flexibility on the level of the means: individuals may adjust their approach and try different strategies on the level of the means to reach a pursued end. This way, individuals can adapt to changes in the physical and social environment that affect the effectiveness of previously chosen means. The components of motivation can be understood in analogy to
2950-576: A technology management program may choose to become a Certified Technology Manager (CTM) by sitting an exam administered by ATMAE covering production planning & control, safety, quality, and management/supervision. The ATMAE program accreditation is recognized by the Council for Higher Education Accreditation (CHEA) for accrediting associate, baccalaureate, and master's degree technology management programs. Management Larger organizations generally have three hierarchical levels of managers, in
3068-419: A tendency to seek positive outcomes. Negative emotions are associated with a more pessimistic outlook and tend to lead to the avoidance of bad outcomes. Some theorists have suggested further phases. For example, psychologist Barry J. Zimmerman includes an additional self-reflection phase after the performance. A further approach is to distinguish two parts of the planning : the first part consists in choosing
3186-420: A thoroughly scientific basis (see scientism for perceived limitations of this belief). Examples include Henry R. Towne 's Science of management in the 1890s, Frederick Winslow Taylor 's The Principles of Scientific Management (1911), Lillian Gilbreth 's Psychology of Management (1914), Frank and Lillian Gilbreth 's Applied motion study (1917), and Henry L. Gantt 's charts (1910s). J. Duncan wrote
3304-399: A training capacity to help collect management data on the success (or failure) of management actions with employees. Good practices identified for managers include "walking the shop floor", and, especially for managers who are new in post, identifying and achieving some "quick wins" which demonstrate visible success in establishing appropriate objectives. Leadership writer John Kotter uses
3422-586: A wider sense, rational motivation is a broader term that also includes behavior motivated by a desire to benefit others as a form of rational altruism. Biological motivation concerns motives that arise due to physiological needs . Examples are hunger, thirst, sex, and the need for sleep. They are also referred to as primary, physiological, or organic motives. Biological motivation is associated with states of arousal and emotional changes. Its source lies in innate mechanisms that govern stimulus-response patterns. Cognitive motivation concerns motives that arise from
3540-530: A willingness to invest time and effort over an extended period before the intended goal is reached. It is often a more deliberative process that requires goal-setting and planning. Both short-term and long-term motivation are relevant to achieving one's goals. For example, short-term motivation is central when responding to urgent problems while long-term motivation is a key factor in pursuing far-reaching objectives. However, they sometimes conflict with each other by supporting opposing courses of action. An example
3658-535: Is a central topic in Sigmund Freud 's psychoanalysis . Early theories of motivation often assumed that conscious motivation is the primary form of motivation. However, this view has been challenged in the subsequent literature and there is no academic consensus on the relative extent of their influence. Closely related to the contrast between conscious and unconscious motivation is the distinction between rational and irrational motivation. A motivational state
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3776-475: Is a married person who is tempted to have a one-night stand. In this case, there may be a clash between the short-term motivation to seek immediate physical gratification and the long-term motivation to preserve and nurture a successful marriage built on trust and commitment. Another example is the long-term motivation to stay healthy in contrast to the short-term motivation to smoke a cigarette. The difference between egoistic and altruistic motivation concerns who
3894-529: Is a person in a clothing store who states that they want to buy a shirt and then goes on to buy one. Unconscious motivation involves motives of which the person is not aware. It can be guided by deep-rooted beliefs, desires, and feelings operating beneath the level of consciousness. Examples include the unacknowledged influences of past experiences, unresolved conflicts, hidden fears, and defense mechanisms . These influences can affect decisions, impact behavior, and shape habits. An example of unconscious motivation
4012-482: Is a person who plays basketball during lunch break only because they enjoy it. Extrinsic motivation arises from external factors, such as rewards, punishments, or recognition from others. This occurs when people engage in an activity because they are interested in the effects or the outcome of the activity rather than in the activity itself. For instance, if a student does their homework because they are afraid of being punished by their parents then extrinsic motivation
4130-455: Is a scientist who believes that their research effort is a pure expression of their altruistic desire to benefit science while their true motive is an unacknowledged need for fame. External circumstances can also impact the motivation underlying unconscious behavior. An example is the effect of priming , in which an earlier stimulus influences the response to a later stimulus without the person's awareness of this influence. Unconscious motivation
4248-439: Is always true. For example, it has been suggested that in cases of rational deliberation, it may be possible to act against one's strongest motive. Another problem is that this view may lead to a form of determinism that denies the existence of free will . Persistence is the long-term component of motivation and refers to how long an individual engages in an activity. A high level of motivational persistence manifests itself in
4366-588: Is an internal state that propels individuals to engage in goal -directed behavior . It is often understood as a force that explains why people or animals initiate, continue, or terminate a certain behavior at a particular time. It is a complex phenomenon and its precise definition is disputed. It contrasts with amotivation , which is a state of apathy or listlessness. Motivation is studied in fields like psychology , neuroscience, motivation science, and philosophy . Motivational states are characterized by their direction, intensity , and persistence. The direction of
4484-911: Is an essential function in improving one's life and relationships . Management is therefore everywhere and it has a wider range of application. Communication and a positive endeavor are two main aspects of it either through enterprise or through independent pursuit. Plans, measurements , motivational 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 plans , and meeting goals , but this applies even in situations where planning does not take place. From this perspective, Henri Fayol (1841–1925) considers management to consist of five functions : In another way of thinking, Mary Parker Follett (1868–1933), allegedly defined management as "the art of getting things done through people". She described management as
4602-460: Is based on the source or origin of the motivation. Intrinsic motivation comes from within the individual and is driven by internal factors, like enjoyment, curiosity, or a sense of fulfillment. It occurs when people pursue an activity for its own sake. It can be due to affective factors, when the person engages in the behavior because it feels good, or cognitive factors, when they see it as something good or meaningful. An example of intrinsic motivation
4720-447: Is caused by egoistic motives. For example, they may claim that people feel good about helping other people and that their egoistic desire to feel good is the true internal motivation behind the externally altruistic behavior. Many religions emphasize the importance of altruistic motivation as a component of religious practice. For example, Christianity sees selfless love and compassion as a way of realizing God's will and bringing about
4838-507: Is explained below in specifications of their different responsibilities and likely job titles. The top or senior layer of management is a small group which consists of the board of directors (including non-executive directors , executive directors and independent directors ), president , vice-president , CEOs and other members of the C-level executives. Different organizations have various members in their C-suite, which may include
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4956-427: Is further pertinent in the fields of personal development , health, and criminal law. Motivation is often understood as an internal state or force that propels individuals to engage and persist in goal-directed behavior. Motivational states explain why people or animals initiate, continue, or terminate a certain behavior at a particular time. Motivational states are characterized by the goal they aim for, as well as
5074-413: Is intended to benefit from the anticipated course of action. Egoistic motivation is driven by self-interest: the person is acting for their own benefit or to fulfill their own needs and desires. This self-interest can take various forms, including immediate pleasure , career advancement, financial rewards, and gaining respect from others. Altruistic motivation is marked by selfless intentions and involves
5192-500: Is interested in consequences. The role of goals in motivation is sometimes paired with the claim that it leads to flexible behavior in contrast to blind reflexes or fixed stimulus-response patterns. This is based on the idea that individuals use means to bring about the goal and are flexible in regard to what means they employ. According to this view, the feeding behavior of rats is based on motivation since they can learn to traverse through complicated mazes to satisfy their hunger, which
5310-560: Is interested in the underlying neurological mechanisms, such as the involved brain areas and neurotransmitters . Philosophy aims to clarify the nature of motivation and understand its relation to other concepts. Motivation is not directly observable but has to be inferred from other characteristics. There are different ways to do so and measure it. The most common approach is to rely on self-reports and use questionnaires . They can include direct questions like "how motivated are you?" but may also inquire about additional factors in relation to
5428-617: Is not an innate reflex but a flexible response to the available information that is based on past experiences and expected outcomes. It is associated with the explicit formulation of desired outcomes and engagement in goal-directed behavior to realize these outcomes. Some theories of human motivation see biological causes as the source of all motivation. They tend to conceptualize human behavior in analogy to animal behavior. Other theories allow for both biological and cognitive motivation and some put their main emphasis on cognitive motivation. Short-term and long-term motivation differ in regard to
5546-412: Is not the case for the stimulus-bound feeding behavior of flies. Some psychologists define motivation as a temporary and reversible process. For example, Robert A. Hinde and John Alcock see it as a transitory state that affects responsiveness to stimuli. This approach makes it possible to contrast motivation with phenomena like learning which bring about permanent behavioral changes. Another approach
5664-413: Is partly because motivation is a complex phenomenon with many aspects and different definitions often focus on different aspects. Some definitions emphasize internal factors. This can involve psychological aspects in relation to desires and volitions or physiological aspects regarding physical needs. For example, John Dewey and Abraham Maslow use a psychological perspective to understand motivation as
5782-406: Is possible to be motivated while lacking the corresponding ability. Effort is the physical and mental energy invested when exercising an ability. It depends on motivation and high motivation is associated with high effort. The quality of the resulting performance depends on the ability, effort, and motivation. Motivation to perform an action can be present even if the action is not executed. This
5900-419: Is rational if it is based on a good reason. This implies that the motive of the behavior explains why the person should engage in the behavior. In this case, the person has an insight into why the behavior is considered valuable. For example, if a person saves a drowning child because they value the child's life then their motivation is rational. Rational motivation contrasts with irrational motivation, in which
6018-424: Is responsible. Intrinsic motivation is often more highly regarded than extrinsic motivation. It is associated with genuine passion, creativity , a sense of purpose, and personal autonomy . It also tends to come with stronger commitment and persistence. Intrinsic motivation is a key factor in cognitive, social, and physical development. The degree of intrinsic motivation is affected by various conditions, including
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#17327906998096136-440: Is sometimes discussed in terms of three main components: direction, intensity, and persistence. Direction refers to the goal people choose. It is the objective in which they decide to invest their energy. For example, if one roommate decides to go to the movies while the other visits a party, they both have motivation but their motivational states differ in regard to the direction they pursue. The pursued objective often forms part of
6254-440: Is the case, for instance, if there is a stronger motivation to engage in a different action at the same time. Motivation is a complex phenomenon that is often analyzed in terms of different components and stages. Components are aspects that different motivational states have in common. Often-discussed components are direction, intensity , and persistence. Stages or phases are temporal parts of how motivation unfolds over time, like
6372-401: Is the midway management of a categorized organization, being secondary to the senior management but above the deepest levels of operational members. An operational manager may be well-thought-out by middle management or may be categorized as a non-management operator, liable to the policy of the specific organization. The efficiency of the middle level is vital in any organization since it bridges
6490-706: Is the most popular professional degree at the master's level and can be obtained from many universities in the United States. MBA programs provide further education in management and leadership for graduate students. Other master's degrees in business and management include Master of Management (MM) and the Master of Science (M.Sc.) in business administration or management, which is typically taken by students aiming to become researchers or professors. There are also specialized master's degrees in administration for individuals aiming at careers outside of business , such as
6608-412: Is the phase in which the direction of motivation is determined. It involves considering the reasons for and against different courses of action and then committing oneself to a goal one aims to achieve. The goal-setting process by itself does not ensure that the plan is carried out. This happens in the goal-striving stage, in which the individual tries to implement the plan. It starts with the initiation of
6726-413: Is to provide a very broad characterization to cover many different aspects of motivation. This often results in very long definitions by including many of the factors listed above. The multitude of definitions and the lack of consensus have prompted some theorists, like psychologists B. N. Bunnell and Donald A. Dewsbury, to doubt that the concept of motivation is theoretically useful and to see it instead as
6844-654: Is to understand the value of certain technology for the organization and for the customer, and to identify when it is better to invest in technology development and when to withdraw. Typical concepts used in technology management are: In the United States, Technology Management was deemed an emerging field of study by the Department of Education and received a new Classification of Instructional Program (CIP) code in 2020. The Association of Technology, Management, and Applied Engineering (ATMAE) accredits collegiate programs in technology management. An instructor or graduate of
6962-591: The Doctor of Business Administration (DBA), the Doctor of Public Administration (DPA), the Ph.D. in business administration, the Ph.D. in management, and the Ph.D. in political science with a concentration in public administration. In the 2010s, doctorates in business administration and management were available with many specializations. While management trends can change fast, the long-term trend in management has been defined by
7080-436: The Master of Public Administration (MPA) degree (also offered as a Master of Arts or Master of Science in public administration in some universities), for students aiming to become managers or executives in the public service and the Master of Health Administration , for students aiming to become managers or executives in the health care and hospital sector. Management doctorates are the most advanced terminal degrees in
7198-795: The government jobs . Many colleges and universities also offer certificates and diplomas in business administration or management, which typically require one to two years of full-time study. To manage technological areas, one often needs an undergraduate degree in a STEM area . At the graduate level students aiming at careers as managers or executives may choose to specialize in major subareas of management or business administration such as entrepreneurship , human resources , international business , organizational behavior , organizational theory , strategic management , accounting , corporate finance , entertainment, global management, healthcare management , investment management , sustainability and real estate . A Master of Business Administration (MBA)
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#17327906998097316-479: The hierarchy of needs , the two-factor theory , and the learned needs theory. They contrast with process theories, which discuss the cognitive, emotional, and decision-making processes that underlie human motivation, like expectancy theory , equity theory , goal-setting theory , self-determination theory , and reinforcement theory . Motivation is relevant to many fields. It affects educational success, work performance , athletic success, and economic behavior . It
7434-582: The public sector . More broadly, every organization must "manage" its work, people, processes, technology, etc. to maximize effectiveness. Nonetheless, many people refer to university departments that teach management as " business schools ". 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
7552-414: The 1940s, Patrick Blackett worked in the development of the applied-mathematics science of operations research , initially for military operations. Operations research, sometimes known as " management science " (but distinct from Taylor's scientific management ), attempts to take a scientific approach to solving decision problems and can apply directly to multiple management problems, particularly in
7670-684: The Government and People of China (1847) that "the long duration of the Chinese empire is solely and altogether owing to the good government which consists in the advancement of men of talent and merit only," and that the British must reform their civil service by making the institution meritocratic . Influenced by the ancient Chinese imperial examination , the Northcote–Trevelyan Report of 1854 recommended that recruitment should be on
7788-548: The Indian Arthashastra by Chanakya (written around 300 BC), and The Prince by Italian author Niccolò Machiavelli ( c. 1515 ). Written in 1776 by Adam Smith , a Scottish moral philosopher , The Wealth of Nations discussed efficient organization of work through division of labour . Smith described how changes in processes could boost productivity in the manufacture of pins . While individuals could produce 200 pins per day, Smith analyzed
7906-766: The academic literature. Intrinsic motivation comes from internal factors like enjoyment and curiosity . It contrasts with extrinsic motivation, which is driven by external factors like obtaining rewards and avoiding punishment . For conscious motivation, the individual is aware of the motive driving the behavior, which is not the case for unconscious motivation. Other types include rational and irrational motivation, biological and cognitive motivation, short-term and long-term motivation, and egoistic and altruistic motivation. Theories of motivation are conceptual frameworks that seek to explain motivational phenomena. Content theories aim to describe which internal factors motivate people and which goals they commonly follow. Examples are
8024-500: The act of motivating someone and to a reason or goal for doing something. It comes from the Latin term movere (to move). The traditional discipline studying motivation is psychology. It investigates how motivation arises, which factors influence it, and what effects it has. Motivation science is a more recent field of inquiry focused on an integrative approach that tries to link insights from different subdisciplines. Neurology
8142-547: The action and includes putting in effort and trying different strategies to succeed. Various difficulties can arise in this phase. The individual has to muster the initiative to get started with the goal-directed behavior and stay committed even when faced with obstacles without giving in to distractions . They also need to ensure that the chosen means are effective and that they do not overexert themselves. Goal-setting and goal-striving are usually understood as distinct stages but they can be intertwined in various ways. Depending on
8260-435: The allocation of limited resources: direction, intensity, and persistence determine where to allocate energy, how much of it, and for how long. For effective action, it is usually relevant to have the right form of motivation on all three levels: to pursue an appropriate goal with the required intensity and persistence. The process of motivation is commonly divided into two stages: goal-setting and goal-striving. Goal-setting
8378-561: The areas of logistics and operations. Some of the later 20th-century developments include the theory of constraints (introduced in 1984), management by objectives (systematized in 1954), re-engineering (the early 1990s), Six Sigma (1986), management by walking around (1970s), the Viable system model (1972), and various information-technology -driven theories such as agile software development (so-named from 2001), as well as group-management theories such as Cog's Ladder (1972) and
8496-421: The basis of merit determined through competitive examination, candidates should have a solid general education to enable inter-departmental transfers, and promotion should be through achievement rather than "preferment, patronage, or purchase". This led to implementation of Her Majesty's Civil Service as a systematic, meritocratic civil service bureaucracy. Like the British, the development of French bureaucracy
8614-418: The best available evidence. As with other evidence-based practice, this is based on the three principles of published peer-reviewed (often in management or social science journals) research evidence that bears on whether and why a particular management practice works; judgment and experience from contextual management practice, to understand the organization and interpersonal dynamics in a situation and determine
8732-484: The centuries faced the problems of exploiting and motivating a dependent but sometimes unenthusiastic or recalcitrant workforce, but many pre-industrial enterprises , given their small scale, did not feel compelled to face the issues of management systematically. However, innovations such as the spread of Arabic numerals (5th to 15th centuries) and the codification of double-entry book-keeping (1494) provided tools for management assessment, planning and control. With
8850-595: The changing workplaces of the Industrial Revolution in the 18th and 19th centuries, military theory and practice contributed approaches to managing the newly popular factories . Given the scale of most commercial operations and the lack of mechanized record-keeping and recording before the Industrial Revolution, it made sense for most owners of enterprises in those times to carry out management functions by and for themselves. But with
8968-411: The day-to-day activities of the organization. However, this varies depending on the type (e.g., public versus private), size, and culture of the organization. These directors are theoretically liable for breaches of that duty and are typically insured under directors and officers liability insurance . Fortune 500 directors are estimated to spend 4.4 hours per week on board duties, and median compensation
9086-412: The dynamic nature of motivation as a fluctuating internal state. Motivation is closely related to ability , effort, and action . An ability is a power to perform an action, like the ability to walk or to write. Individuals can have abilities without exercising them. They are more likely to be motivated to do something if they have the ability to do it, but having an ability is not a requirement and it
9204-426: The effort to engage in this activity. However, this view is not generally accepted and it has been suggested that at least in some cases, actions are motivated by other mental phenomena, like beliefs or rational deliberation. For example, a person may be motivated to undergo a painful root canal treatment because they conclude that it is a necessary thing to do even though they do not actively desire it. Motivation
9322-414: The field of business and management. Most individuals obtaining management doctorates take the programs to obtain the training in research methods, statistical analysis, and writing academic papers that they will need to seek careers as researchers, senior consultants, and/or professors in business administration or management. There are several types of management doctorates: the Doctor of Management (DM),
9440-510: The first college management textbook in 1911. In 1912 Yoichi Ueno introduced Taylorism to Japan and became the first management consultant of the " Japanese management style ". His son Ichiro Ueno pioneered Japanese quality assurance . The first comprehensive theories of management appeared around 1920. The Harvard Business School offered the first Master of Business Administration degree (MBA) in 1921. People like Henri Fayol (1841–1925) and Alexander Church (1866–1936) described
9558-721: The gap between top-level and bottom-level staff. Their functions include: Line managers include supervisors , section leaders, forepersons, and team leaders. They focus on controlling and directing regular employees. They are usually responsible for assigning employees tasks, guiding and supervising employees on day-to-day activities, ensuring the quality and quantity of production and/or service, making recommendations and suggestions to employees on their work, and channeling employee concerns that they cannot resolve to mid-level managers or other administrators. Low-level or "front-line" managers also act as role models for their employees. In some types of work, front-line managers may also do some of
9676-406: The goals, feelings, and effort invested in a particular activity. Another approach is based on external observation of the individual. This can concern studying behavioral changes but may also include additional methods like measuring brain activity and skin conductance. Many academic definitions of motivation have been proposed but there is little consensus on its precise characterization. This
9794-777: The growing size and complexity of organizations, a distinction between owners (individuals, industrial dynasties, or groups of shareholders ) and day-to-day managers (independent specialists in planning and control) gradually became more common. The field of management originated in ancient China, including possibly the first highly centralized bureaucratic state, and the earliest (by the second century BC) example of an administration based on merit through testing . Some theorists have cited ancient military texts as providing lessons for civilian managers. For example, Chinese general Sun Tzu in his 6th-century BC work The Art of War recommends (when re-phrased in modern terminology) being aware of and acting on strengths and weaknesses of both
9912-413: The host not to offer it to their guests. But if they are not aware of the poison then politeness may be their motivating reason to offer it. The intensity of motivation corresponds to how much energy someone is willing to invest into a particular task. For instance, two athletes engaging in the same drill have the same direction but differ concerning the motivational intensity if one gives their best while
10030-408: The individual's motivational reason and explains why they favor an action and engage in it. Motivational reasons contrast with normative reasons, which are facts that determine what should be done or why a course of action is objectively good. Motivational reasons can be in tune with normative reasons but this is not always the case. For example, if a cake is poisoned then this is a normative reason for
10148-423: The initial goal-setting stage in contrast to the following goal-striving stage. A closely related issue concerns the different types of mental phenomena that are responsible for motivation, like desires , beliefs , and rational deliberation. Some theorists hold that a desire to do something is an essential part of all motivational states. This view is based on the idea that the desire to do something justifies
10266-408: The intensity and duration of the effort devoted to the goal. Motivational states have different degrees of strength. If a state has a high degree then it is more likely to influence behavior than if it has a low degree. Motivation contrasts with amotivation , which is a lack of interest in a certain activity or a resistance to it. In a slightly different sense, the word "motivation" can also refer to
10384-492: The most common business programs are the Bachelor of Business Administration (BBA) and Bachelor of Commerce (B.Com.). These typically comprise a four-year program designed to give students an overview of the role of managers in planning and directing within an organization. Course topics include accounting, financial management, statistics, marketing, strategy, and other related areas. Many other undergraduate degrees include
10502-484: The need for clerks, bookkeepers, secretaries and managers expanded. The demand for trained managers led college and university administrators to consider and move forward with plans to create the first schools of business on their campuses. At the turn of the twentieth century, the need for skilled and trained managers had become increasingly apparent. The demand occurred as personnel departments began to expand rapidly. In 1915, less than one in twenty manufacturing firms had
10620-482: The notion of "thriving on chaos" (1987). As the general recognition of managers as a class solidified during the 20th century and gave perceived practitioners of the art/science of management a certain amount of prestige, so the way opened for popularised systems of management ideas to peddle their wares. In this context, many management fads may have had more to do with pop psychology than with scientific theories of management. Motivation Motivation
10738-465: The organization. Colleges and universities around the world offer bachelor's degrees, graduate degrees, diplomas, and certificates in management; generally within their colleges of business, business schools, or faculty of management but also in other related departments. Higher education has been characterized as a necessary factor in the managerial revolution in the 20th century. While some professions require academic credentials in order to work in
10856-419: The other only puts in minimal effort. Some theorists use the term "effort" rather than "intensity" for this component. The strength of a motivational state also affects whether it is translated into action. One theory states that different motivational states compete with each other and that only the behavior with the highest net force of motivation is put into action. However, it is controversial whether this
10974-401: The performance during the striving phase, the individual may adjust their goal. For example, if the performance is worse than expected, they may lower their goals. This can go hand in hand with adjusting the effort invested in the activity. Emotional states affect how goals are set and which goals are prioritized. Positive emotions are associated with optimism about the value of a goal and create
11092-413: The person has no good reason that explains the behavior. In this case, the person lacks a clear understanding of the deeper source of motivation and in what sense the behavior is in tune with their values. This can be the case for impulsive behavior , for example, when a person spontaneously acts out of anger without reflecting on the consequences of their actions. Rational and irrational motivation play
11210-400: The person is aware. It includes the explicit recognition of goals and underlying values. Conscious motivation is associated with the formulation of a goal and a plan to realize it as well as its controlled step-by-step execution. Some theorists emphasize the role of the self in this process as the entity that plans, initiates, regulates, and evaluates behavior. An example of conscious motivation
11328-560: The phenomenon of management from a sociological perspective. Peter Drucker (1909–2005) wrote one of the earliest books on applied management: Concept of the Corporation (published in 1946). It resulted from Alfred Sloan (chairman of General Motors until 1956) commissioning a study of the organization . Drucker went on to write 39 books, many in the same vein. H. Dodge, Ronald Fisher (1890–1962), and Thornton C. Fry introduced statistical techniques into management studies. In
11446-465: The phrase "Short-Term Wins" to express the same idea. As in all work, achieving an appropriate work-life balance for self and others is an important management practice. Evidence-based management is an emerging movement to use the current, best evidence in management and decision-making . It is part of the larger movement towards evidence-based practices . Evidence-based management entails managerial decisions and organizational practices informed by
11564-415: The plans and goals that affect the entire organization. These individuals typically have titles such as executive vice president, president, managing director, chief operating officer, chief executive officer, or board chairman. These managers are classified in a hierarchy of authority and perform different tasks. In many organizations, the number of managers at every level resembles a pyramid. Each level
11682-494: The pre-1861 slave-based sector of the US economy. That environment saw 4 million people, as the contemporary usages had it, "managed" in profitable quasi- mass production before wage slavery eclipsed chattel slavery. Salaried managers as an identifiable group first became prominent in the late 19th century. As large corporations began to overshadow small family businesses the need for personnel management positions became more necessary. Businesses grew into large corporations and
11800-458: The presence of a strong extrinsic motivation, like a high monetary reward, can decrease intrinsic motivation. Because of this, the individual may be less likely to further engage in the activity if it does not result in an external reward anymore. However, this is not always the case and under the right circumstances, the combined effects of intrinsic and extrinsic motivation leads to higher performance. Conscious motivation involves motives of which
11918-508: The profession (e.g., law, medicine, and engineering, which require, respectively the Bachelor of Law , Doctor of Medicine , and Bachelor of Engineering degrees), management and administration positions do not necessarily require the completion of academic degrees. Some well-known senior executives in the US who did not complete a degree include Steve Jobs , Bill Gates and Mark Zuckerberg . However, many managers and executives have completed some type of business or management training, such as
12036-437: The psychological level. They include affiliation, competition, personal interests, and self-actualization as well as desires for perfection, justice, beauty, and truth. They are also called secondary, psychological, social, or personal motives. They are often seen as a higher or more refined form of motivation. The processing and interpretation of information play a key role in cognitive motivation. Cognitively motivated behavior
12154-434: The risks and benefits of available actions; and the preferences and values of those affected. Some see management as a late-modern (in the sense of late modernity ) conceptualization. On those terms it cannot have a pre-modern history – only harbingers (such as stewards ). Others, however, detect management-like thought among ancient Sumerian traders and the builders of the pyramids of ancient Egypt . Slave owners through
12272-601: The role of awareness and rationality . Definitions emphasizing this aspect understand motivation as a mostly conscious process of rationally considering the most appropriate behavior. Another perspective emphasizes the multitude of unconscious and subconscious factors responsible. Other definitions characterize motivation as a form of arousal that provides energy to direct and maintain behavior. For instance, K. B. Madsen sees motivation as "the 'driving force' behind behavior" while Elliott S. Vatenstein and Roderick Wong emphasize that motivation leads to goal-oriented behavior that
12390-489: The same tasks that employees do, at least some of the time. For example, in some restaurants, the front-line managers will also serve customers during a very busy period of the day. In general, line managers are considered part of the workforce and not part of the organization's proper management despite performing traditional management functions. Front-line managers typically provide: Some front-line managers may also provide career planning for employees who aim to rise within
12508-587: The semantic development of the English word management in the 17th and 18th centuries. Views on the definition and scope of management include: 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. Scholars have focused on the management of individual, organizational, and inter-organizational relationships. This implies effective communication : an enterprise environment (as opposed to
12626-427: The shareholders, the general public, and public bodies that oversee corporations and similar organizations. Some members of the senior management may serve as the public face of the organization, and they may make speeches to introduce new strategies or appear in marketing . The board of directors is typically primarily composed of non-executives who owe a fiduciary duty to shareholders and are not closely involved in
12744-651: The steps involved in the manufacture and, with 10 specialists, enabled the production of 48,000 pins per day. Classical economists such as Adam Smith (1723–1790) and John Stuart Mill (1806–1873) provided a theoretical background to resource allocation , production (economics) , and pricing issues. About the same time, innovators like Eli Whitney (1765–1825), James Watt (1736–1819), and Matthew Boulton (1728–1809) developed elements of technical production such as standardization , quality-control procedures, cost-accounting , interchangeability of parts, and work-planning . Many of these aspects of management existed in
12862-460: The study of management, such as Bachelor of Arts and Bachelor of Science degrees with a major in business administration or management and the Bachelor of Arts (BA) or Bachelor of Science (BS) in political science (PoliSci) with a concentration in public administration or the Bachelor of Public Administration (B.P.A), a degree designed for individuals aiming to work as bureaucrats in
12980-403: The temporal horizon and the duration of the underlying motivational mechanism. Short-term motivation is focused on achieving rewards immediately or in the near future. It is associated with impulsive behavior. It is a transient and fluctuating phenomenon that may arise and subside spontaneously. Long-term motivation involves a sustained commitment to goals in a more distant future. It encompasses
13098-409: The term "management" or "the management" as a collective word describing the managers of an organization, for example of a corporation . Historically this use of the term often contrasted with the term labor – referring to those being managed. A common management structure of organizations includes three management levels: low-level, middle-level, and top-level managers. Low-level managers manage
13216-479: The top management for their department's function. They devote more time to organizational and directional functions. Their roles can be emphasized as executing organizational plans in conformance with the company's policies and the top management's objectives, defining and discussing information and policies from top management to lower management, and most importantly, inspiring and providing guidance to lower-level managers towards better performance. Middle management
13334-431: The top weaknesses of CEOs were " mentoring skills" and "board engagement", and 10% of companies never evaluated the CEO. The board may also have certain employees (e.g., internal auditors ) report to them or directly hire independent contractors ; for example, the board (through the audit committee ) typically selects the auditor . Helpful skills for top management vary by the type of organization but typically include
13452-535: The two Latin words manus (hand) and agere (to act). The French word for housekeeping , ménagerie , derived from ménager ("to keep house"; compare ménage for "household"), also encompasses taking care of domestic animals. Ménagerie is the French translation of Xenophon 's famous book Oeconomicus ( ‹See Tfd› Greek : Οἰκονομικός ) on household matters and husbandry . The French word mesnagement (or ménagement ) influenced
13570-497: The various branches of management and their inter-relationships. In the early 20th century, people like Ordway Tead (1891–1973), Walter Scott (1869–1955) and J. Mooney applied the principles of psychology to management. Other writers, such as Elton Mayo (1880–1949), Mary Parker Follett (1868–1933), Chester Barnard (1886–1961), Max Weber (1864–1920), who saw what he called the "administrator" as bureaucrat , Rensis Likert (1903–1981), and Chris Argyris (born 1923) approached
13688-594: The work of non-managerial individuals who are directly involved with the production or creation of the organization's products. Low-level managers are often called supervisors, but may also be called line managers, office managers, or even foremen. Middle managers include all levels of management between the low level and the top level of the organization. These managers manage the work of low-level managers and may have titles such as department head, project leader, plant manager, or division manager. Top managers are responsible for making organization-wide decisions and establishing
13806-450: Was $ 212,512 in 2010. The board sets corporate strategy, makes major decisions such as major acquisitions, and hires, evaluates, and fires the top-level manager ( chief executive officer or CEO). The CEO typically hires other positions. However, board involvement in the hiring of other positions such as the chief financial officer (CFO) has increased. In 2013, a survey of over 160 CEOs and directors of public and private companies found that
13924-706: Was influenced by the Chinese system. Voltaire claimed that the Chinese had "perfected moral science" and François Quesnay advocated an economic and political system modeled after that of the Chinese. French civil service examinations adopted in the late 19th century were also heavily based on general cultural studies. These features have been likened to the earlier Chinese model. Various ancient and medieval civilizations produced " mirrors for princes " books, which aimed to advise new monarchs on how to govern. Plato described job specialization in 350 BC, and Alfarabi listed several leadership traits in AD 900. Other examples include
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