Business nature has changed dramatically in the latest decades. The reasons behind such changes are the most diverse. Some the main reasons driving this trend may be globalisation, consolidation of great enterprise groups and markets, technolgical resources growth, fast information dissemination, among other factors.These changes also call for improvements in the management methods in said organisations. With this context in mind, a brief overview of business management will be presented, along with the evolutionary path it has taken to this day.
Before delving into the inner workings of corporate governance, a basic understanding of management and managers as related to businesses is in order. According to Drucker and Maciarello (2010), a business organisation may hold onto survival without formal administrative planning. Furthermore, this very company might remain on the market for a considerable length of time and even experience some growth. However, at one point or another in its growth process the business transations it has to handle will become too difficult to be conducted in an orderly manner. A company's complexity becomes too apparent the moment that its
operational activities need to be done through coordinated action and effective communication amongst its stakeholders. This alone explains why management plays such an meaningful role even in small scale businesses from a profiting viewpoint. The key-factor for the existence of management and managers is the business' complexity level.
Through this rationale, it would be right to assert that an organisation needs to crank up its capacity for management as soon as its complexity level begins to reach steep heights. Under this optics, it becomes clear that management is best understood as study field of its own, not just as a simple working tool to serve
organisations.
A company's manager is someone accountable for the work output of other people in a corporation. Those who have executive roles but aren't responsible for leading other people are considered individual clerks as their work bears direct influence on the company's financial outcome. Individual clerks perform some task
which is relevant to the company but without being part of a team. From a cultural point of view, managers have higher social standing within an organisation since they are fully responsible for the work of others, which in turn gives them more power and auhtority over others.
Placing greater importance on managers' shoulders over the remainder of the flesh cogs may come across as a skewed vision of reality, but they're actually in charge of planning, organising, integrating, measuring and training of personnel. If we are to probe deeper, we will realise that both managers and individual
clerks perform such activities, bar the last.
Taking into account the core functions of a manager, we conclude that this aligns perfectly with the company's usual mission, which can only come to fruition through thorough planning and goal setting. Ways to reach these goals start to be framed into reality through planning, which also sees to it that communication is often practiced in order to allow harmony to help accomplish whatever is stated in the plan.
Once the planning stage is over, we can move on to the organising of the work to be done. While planning allows for the identification of what has to be achieved, the organising stage features the actual breaking up of activities into subactivities, so that staff can contribute evenly and tasks become easily manageable.
Once the previous steps come to a finish, the people best suited for each activity are identified, integrated into the team and motivated to attain the expected results. The act of integrating relies heavily on the manager's communication skills. Unsurprisingly, communication is a most useful working tool for any
effective employee in a management position.
Measuring is also a part of any managing routine. In order to exert any sort of quality control over what is to be accomplished, there should a standard way to determine what are the prime conditions for a product or service to be considered desirable for consumption.
The manager who dutifully does the planning, organising, integrating and measuring activities is holding sway over others in the company. Through the impact from his decisions, it is estimated that this manager is directly or indirectly contributing to the development of people involved in said activities. There is no way an effective manager could not exert any kind of influence over the people under his rule.
The revelance of his influence over other personnel has attained even greater import at this point in history as information has become one of a company's most valuable assets. Organisations have become ever more reliant on knowledge for proper conduction of business practices and even for assuring their survival on the
market. This is manifested in the importance that staff development has in a manager's role.
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