is the control function linked to the organizing and leading functions of management?
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Yes, persons who are good at organizing and leading are generally control freaks.  Or to put it more kindly, they have an ability to control the actions of others.  This is necessarily true.\n\nControl takes many forms, however.  Some are adept at propaganda, and persuade their organization to go along with their plans.  Some are adept at bribery and blackmail.  Others have genuinely good plans and are talented at presenting them in a persuasive way.  Even a person who does not like to control others, or is philosophically opposed to controlling others, may have that sort of skill.  \n\nMy example is a leader in the Libertarian Party.  Dr. Mary Ruwart knows that the party is composed of rather cussed individualists.  But her arguments are marvelously persuasive because she researchs carefully and states things in a sufficiently direct and simple form that it is extremely hard to disagree with her.
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This type of management can be done at all levels of a modern org. Chiefly it is done at the very top level, ie board of directors, chairman, CEO.\nStrategic management is about having a future vision for the org, and managing how to achieve that vision. Good modern management is less about all out control, and more about helping facilitate moves in good, positive directions.
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No. Different places, and different countrys have had many inovations in management.\n\nSome companies have gone to a Japaneese style. Some believe in Taylor, or carrot and stick, or drum and rope, Goldratt, etc. All of these styles and more are being used. \n\nManagement is a study, and some companies use workers like lab rats, some are great places to work, and still others treat their employees like monkeys.\n\nIn the US, the Union gained acceptance, forcing change. It is an interesting field, but takes a lot of reaserch.
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Organization.\n\nBreak down larger parts of a problem (project) into smaller parts and get each of those done in time. Bring the parts back together and you have your whole project finished.
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Ouchi first came to prominence for his studies of the differences between Japanese and American companies and management styles. His first popular book in 1981 summarized his observations. "Theory Z: How American Management Can Meet the Japanese Challenge" made the 'best-seller' lists, and remained there for five months. His second book, "The M Form Society: How American Teamwork Can Recapture the Competitive Edge", examined various techniques implementing that approach.\n\nOuchi also came up with his 3 approaches to control in an organization's management:\n\n    * Market control\n    * Bureaucratic control\n    * Clan control\n\nWikipedia knows all.
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It all depends on which college / university you go to.\n\nThere's plenty of stuff with (business) mgmt. that's 'science' oriented. But then again, good managers practice it as an 'art'.\n\nIf you really need an example of it in practice, -then the "science" part determines the best location for the store, after calculating the demographics of a particular market, and the 'art' portion determines the width of the isles, -with just a 'gut' feeling.
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A control system is a device or set of devices that manage the behavior of other devices.A control system is an interconnection of components connected or related in such a manner as to command, direct, or regulate itself or another system.\n\nThere are two common types of controllers, with many variations and combinations: logic controls, and feedback or linear controls. There is also fuzzy logic, which attempts to combine the easy design of logic with the real-world utility of feedback controls.
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I'd say to lead is to take an active role, to direct others, and to make the decisions in a society.\n\nTo manage is more focussed on directing others, working with instead of over...etc.\n\nAs if you asked this question, lol.
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the management of events
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Role of Managers under Different Styles of Management\n\nA short summary of the role of managers under authoritarian and participative styles of management. Also covers decision taking and the basic characteristics of each style.\n\nSTYLE OF MANAGEMENT \n      \nAuthoritarian Participative \n      \n      \nManager's Job Managers do as they are told, transmit orders. Work (responsibility) is delegated.\n\nManager co-ordinates own group's work with that of the group in which he is a subordinate.\n\nManager clears difficulties out of path of subordinate.\n\nWork can be a source of satisfaction (voluntarily performed) or punishment (avoided) dependent on controllable conditions (manager and management).\n \n      \nDecision Making Decisions are made at the top.\n\nMilitary type of organisation.\n'Line and staff'.\n'Chain of command'.\n Participation in decision making at all levels. \n      \nView of people Assumes that people hate work, have to be forced to do it, have to be forced to achieve company's objectives. People learn not only to accept, but to seek greater responsibility (work at a higher level).\n\nIn modern industrial life, most people's intellectual potential is only partially utilised.\n \n      \nMotivation Fear motivation.\n\nWe need 'a certain level' or 'more' unemployment.\nReward motivation. \n\nRelevant Current and Associated Works\nOther relevant current and associated reports by Manfred Davidmann on leadership and management: \n        \nStyle of Management and Leadership     Major review and analysis of the style of management and its effect on management effectiveness, decision taking and standard of living. Measures of style of management and government. Overcoming problems of size. Management effectiveness can be increased by 20-30 percent.  \n      \nDirecting and Managing Change     How to plan ahead, find best strategies, decide and implement, agree targets and objectives, monitor and control progress, evaluate performance, carry out appraisal and target-setting interviews. Describes proved, practical and effective techniques.  \n      \nMotivation Summary   Reviews and summarises past work in Motivation. Provides a clear definition of 'motivation', of the factors which motivate and of what people are striving to achieve.  \n      \nThe Will to Work: What People Struggle to Achieve   Major review, analysis and report about motivation and motivating. Covers remuneration and job satisfaction as well as the factors which motivate. Develops a clear definition of 'motivation'. Lists what people are striving and struggling to achieve, and progress made, in corporations, communities, countries.  \n      \nOrganising   Comprehensive review. Outstanding is the section on functional relationships. Shows how to improve co-ordination, teamwork and co-operation. Discusses the role and responsibilities of managers in different circumstances.  \n      \nWork and Pay   Major review and analysis of work and pay in relation to employer, employee and community. Provides the underlying knowledge and understanding for scientific determination and prediction of rates of pay, remuneration and differentials, of National Remuneration Scales and of the National Remuneration Pattern of pay and differentials.  \n      \nWork and Pay: Summary   Concise summary review of whole subject of work and pay, in clear language. Covers pay, incomes and differentials and the interests and requirements of owners and employers, of the individual and his family, and of the community. \n      \nExporting and Importing of Employment and Unemployment   Discusses exporting and importing of employment and unemployment, underlying principles, effect of trade, how to reduce unemployment, social costs of unemployment, community objectives, support for enterprises, socially irresponsible enterprise behaviour.  \n      \nTransfer Pricing and Taxation   One of the most controversial operati
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Management can be loosely defined as the methodologies and myriad of systems used to "manage" or "control" a business, organisation or a project/task.\n\nThere are many differing styles and philosophies of management, some of which can be contradictory. For example, many businesses/companies use a traditional "hierarchical" style of management that focuses on managing the business "from the top down" without giving much power over decision-making and direction to employees lower in the company. There are other businesses/companies that take a more open or "democratic" approach to management that tends to value input from lower levels of the company and often incorporates such input when making important decisions about company direction or strategy. Creative businesses such as games developers or design companies often adopt the latter style of management.\n\nManagement covers a very wide range of issues/factors that are relevant in achieving "good" management and include areas such as Ethics & Leadership, Human Resource Management, Finance & Accounting, Marketing & Public and/or Internal Relations, Operations Management, etc.\n\nAs you can see, Accounting is just one part of Management and deals with the recording and reporting of financial data in relation to the business, organisation or project. Accounting is important because it is needed for tax purposes and for other legal obligations but also because it is through good accounting that the managers of an entity can see and understand where their business is currently at and where it might be headed. Accounting is one of the more "objective" methods of evaluating or analysing a business and its weak and strong points and depending on how good or bad the accounting is, can be an important factor (but certainly not the only factor) in the success or failure of a company or project.
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I don't have much experience with this, but I have been doing some reading in motivational psychology.\n\nYou might want to do a search on Douglas McGregor's Theory X and Theory Y management philosophies.  Basically, Theory X is a "control and command" type of management style and Theory Y is "growth" type of style.  You can also check out Maslow's "Hierarchy of Needs".  Basically, the idea here is that you need to fulfill people's basic needs first: food, security, love/friendship, ego before they can start to think about other things and grow.\n\nAlso check out the Jan 21st issue of "The Economist", which talks about new ways of organizing American businesses.
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Learn about project managment. It helps with all of the other parts of IT i.e. Business analysis, process mapping etc. It will also help you move in to management if you so wish. Wish I had learned about it sooner. Good luck.
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Follow the basic of Management Concept (POLC)\n\nP - Planning\nThis is where you plan your roadmap, where is your company leading to? how can you improve your products or services?\n\nO - Organize\nThis is where you should execute the activities that have been planned, don't delay anything unless you have to. keep this in mind, "Strike the hammer while the iron is hot.", if theres things to be done, do it while the heat is on. dont do it when the subject gone stale.\n\nL - Lead\nBe a role model, to yourself and others. create certain boundaries in the office. be strict to your subordinates, when theres a job to be done, finish it.\n\nC - Control\nMake sure your resources are sufficient and accurate, do not have surplus or shortage of resources.\n\nI hope this answer is ok =)
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In my opinion the administration department consists of the CEO/ then your Vice president, Financial Officer, Operating officer, Sales and Marketing department. Then it goes down into the actual labor force where your managers and supervisors come in.
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Management - meaning the bosses who run the company\nInformation System - meaning the data (like sales, personnel, accounts receivable, etc.) that is generated by the company.\n\nThe bottom line:  a computer system that helps the boss make decisions on how to run the company.\n\nMike Honeycutt
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Big difference, the controller is in charge of all operations, the accounting manager is just in charge of accounting.