A wide range of definitions and conceptualizations of “management” have been offered and it is often difficult for managers to fully and clearly understand their roles within the organization; however, managers striving for effectiveness and success would do well to invest time and effort into understanding the functions, roles and skills associated with the managerial position. As with definitions of management, researchers and commentators have developed a variety of lists of managerial functions. The consensus seems to be that managers can expect to be involved in planning, organizing, leading and controlling, and that these functions will be needed when working with a range of organizational resources including people, cash, physical assets and information. While the specific day-to-day activities of managers will vary depending on his or her place in the organizational hierarchy, he or she must nonetheless have the ability to understand the behaviors and feelings of the people who report to them, senior officials above them in the organizational hierarchy, other colleagues throughout the organization, and external stakeholders such as customers, supplier and regulators. In addition, managers must be able to maintain self-awareness and monitor their personal capacities for dealing with the stress of their jobs and engaging in activities that will further their career development. In order to be adroit practitioners of their craft, managers must understand certain basic concepts such as the functions, roles and skills associated with the managerial position; the different levels of managerial effectiveness and how they are measured; and the styles available to managers and the factors that determine which style might be preferred in a particular instance.
The Sustainable Entrepreneur’s Library of Resources for Management consists of two Parts. Part I provides a brief description of the history and evolution of “management studies”, a daunting topic given that it is generally recognized that economic and military activities have been raising issues of planning, directing and control for thousands of years. Part I also includes a review of comparative management studies, which is the study of how management styles and practices differ from country-to-country and the reasons for those differences. Clearly societal culture influences preferences regarding management styles and practices and it is possible to identify the parameters of national business cultures that are impacted by major social institutions; history, including colonial occupation; religion; the availability of capital; the availability of natural resources; human capital; technology; demographic factors; and communications with other societies. The Part includes materials on the search for, and analysis of, dimensions of management styles that can be used as a basis for creating models that can be used for comparison purposes. Part II focuses on practicing management and discusses the roles and activities expected from an effective manager; specific skills which can be learned and perfected by persons that aspire to management positions; styles of management; management systems; ethical management; and project and team management.
Checklists and Questionnaires
Chapters or Articles in Books
Articles in Journals
Theses and Dissertations
Government and Other Public Domain Publications