The simplest definition for management is “achieving goals by the contribution of others” which applies to any formal and informal management environment with a variety of goals.

Management can be defined as a process: the attainment of goals by others
through planning, organizing, leading, and controlling activities.

Key elements are; goals, people, and activities relevant to the management environment.

Organizational effectiveness is the degree to the achievement of organizational goals.

Organizational efficiency is about the amount of overall resources used for the
achievement of an organizational goal.

Management is a process through which required resources are utilized by a sequence of functions starting with planning, followed by organizing, leading, and controlling for attaining organizational goals.

Managerial planning is the guide function for the management process.
It provides managers the answers to: What? When? Where? and How to do?

Organizing is determining tasks relevant to goals; grouping tasks by departments; assigning the work force for specific tasks; deciding the authority relationships, and preparing the work environment which includes allocating equipment, technology, and personnel.

The control process involves establishing standards and/or plans for the process/es subject to controlling; measuring the outcome or performance; overseeing the match between the standarts and actual performance for
a given process; and applying corrective measures, maintaining a present course of action; or formulating a new or modified plan of action as necessary.

An organization chart is a visual diagram that shows the relationships among people and divides the organization’s work.

The management structure indicates the hierarchical design of an organization.

The management structure in traditional terms involves three basic layers:

Top/executive,

middle, and

first line/supervisory levels (Figure 3.3).

Top management teams are responsible for the entire organization and ensures the coordination of overall activities aimed at the achievement of ultimate goals.

Middle managers are department heads, branch, or plant managers.

First line management team is primarily responsible for implementing the
production operations in departments or any type of horizontal unit which they
achieve by non-managerial employees.

Management skill is a combination of knowledge, behaviors, and attitudes for
performing a task.

Conceptual skills are related to seeing the organization as a whole to reach, coordinate, and integrate resources to attain established goals throughout the organization.

Technical skills are directly related to the task itself and must be possessed by the first-line managers

A role is defined as behaviors and applications expected of someone relevant
with her/his position.

Interpersonal roles are about relationships with internal and external stakeholders.

The significance of different roles that managers perform is based on management level, environmental circumstances, and skill-sets.

Informational roles aims a constant flow of information throughout the internal
organization as well as transmitting information to and from the external environment.

The disseminator role is about sharing updated information with relevant individuals, groups, or divisions.

A leader is a role model who earns the title.

• Management is based on position; leadership is about personal qualifications.
• Management is attaining goals through others; leadership is pursuing goals with others.
• Management authority is based on legal authority; leadership power comes from followers.
• Management produces order and consistency; leadership produces change and movement.

Leadership is analyzed by the traits approach, behaviorial perpective, contingency theory, and contemporary approach.

The contingency approach emphasizes that leadership style and best managerial
approach change according to environmental factors.

The communication process is composed of components each of which is key to
the success of the process: the message, source/s (sender), encoding, medium
(channel), receiver, decoding, noise, and feedback.

Forms of communication depend on the context:

the extent of importance;

urgency of the matter;

distance;

availability of technology;

manager’s style; 

the overall organizational culture.

A successful and effective organizational communication process has certain features:

the message should reach its destination in the original form as much as possible;

the message should reach the receiver on time;

the receiver is engaged in the process sending acknowledgment of the receipt of
the message in the form of a feedback.