Management | Britannica

Table of Contents1 Learn about this topic in these articles:1.1 Assorted References1.2 SPECIAL FEATURE Management | Britannica Browse Search Alternative Titles: administration, general administration, supervision structure of organizational information systems Information systems consist of three layers: operational support, support of knowledge work, and management support. Operational support forms the base […]

Management | Britannica

Alternative Titles:
administration, general administration, supervision

Learn about this topic in these articles:

Assorted References

  • major reference
    • Alexander Hamilton

      In business organization: Types of business associations

      …essential feature, a system of management, varies greatly. In a simple form of business association the members who provide the assets are entitled to participate in the management unless otherwise agreed. In the more complex form of association, such as the company or corporation of the Anglo-American common-law countries, members…

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    • Alexander Hamilton

      In business organization: Management and control of companies

      The simplest form of management is the partnership. In Anglo-American common-law and European civil-law countries, every partner (other than a limited partner) is entitled to take part in the management of the firm’s business; however, a partnership agreement may provide…

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  • accounting principles
    • Budget planning and performance reporting.

      In accounting: Managerial accounting

      Reports to management may be either summaries of past events, forecasts of the future, or a combination of the two. Preparation of these data and reports is the focus of managerial accounting, which consists mainly of four broad functions: (1) budgetary planning, (2) cost finding, (3) cost…

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  • bureaucracy
    • Max Weber

      In bureaucracy: Professionalization

      Professionalization of management, another basic element of bureaucracy, requires a full-time corps of officials whose attention is devoted exclusively to its managerial responsibilities. In government, professionalization is vested in the corps of civil servants whose positions have generally been obtained through the passage of tests based upon…

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  • corporate governance
    • In corporate governance: Shareholder governance

      …governance—namely, how to ensure that managers act in the best interests of shareholders. In particular, managers and shareholders are assumed to value different things. It is usually thought that shareholders want to maximize profits while managers seek simply to satisfy their personal goals. The argument continues that as executives are…

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  • Drucker
    • In Peter F. Drucker

      ), Austrian-born American management consultant, educator, and author, whose writings contributed to the philosophical and practical foundations of the modern business corporation. He was also a leader in the development of management education, and he invented the concept known as management by objectives.

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  • governance and new public management
    • In governance: The new public management

      strands: marketization and corporate management. The most extreme form of marketization is privatization. Privatization is the transfer of assets from the state to the private sector. Some states sold various nationalized industries by floating them on the stock exchange. Other state-owned enterprises were sold to their employees through, say,…

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    • In governance: The new public management

      Corporate management reform involves introducing just such performance incentives. In general, it means applying to the public sector ideas and techniques from private-sector management. The main ideas and techniques involved are management by results, performance measures, value for money, and closeness to the customer—all of…

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  • Honda
    • Honda Soichiro

      In Honda Soichiro

      …close relationship between workers and management. He also flouted the Japanese government’s attempt to limit the nation’s auto industry to a few dominant firms. His company began producing automobiles in 1963 and had become the third largest Japanese automaker by the early 1980s. Honda’s almost obsessive attention to detail prompted…

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  • industrial relations
    • In history of the organization of work: Scientific management

      American industrial engineer Frederick W. Taylor (1856–1915) led the development of an entirely new discipline—that of industrial engineering or scientific management. In this approach, the managerial functions of planning and coordination were applied throughout the productive process.

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    • Sidney and Beatrice Webb

      In industrial relations: Labour–management cooperation

      Low levels of conflict, even in declining industries, are characteristic of the generally cooperative relationship between managers and workers in Japan’s large private-sector firms (it should be noted that these relations are more conflictual in the public sector). This may be the case…

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  • information systems
    • taking a driver's license test on a computer

      In information system: Management support

      …those designed to support the management of an organization. These systems rely on the data obtained by transaction processing systems, as well as on data and information acquired outside the organization (on the Web, for example) and provided by business partners, suppliers, and customers.

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  • legal agent
    • Hugo Grotius

      In agency: The variety of Anglo-American agents

      …large class of agents is managerial or administrative. The manager of a business has the widest authority of all business agents and normally has complete control of all normal operations of the business. The agent employed to manage investments has a duty to deal only as would a prudent investor…

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  • occupational pay structure
    • National convention of the Women's Trade Union League

      In labour economics: Status

      …is that of the higher administrative posts. It is generally accepted that any such post must carry a higher salary than any post below it in the chain of command; and when this chain is long, as it is in a big corporation, the salaries set for the posts in…

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  • productivity
    • National convention of the Women's Trade Union League

      In labour economics: Empirical, multidisciplinary analysis

      …the way in which employers manage productivity in practice. Employers pay great attention to internal pay structures, using job evaluation and other techniques to assure a stable and controlled structure of status within the work force. They give less detailed attention to what other employers are paying, so long as…

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  • professionalism and occupational control
    • In professionalism

      …increasingly applied and utilized by managers. There is an important difference between the discourse of professionalism as constructed “from within” (by the occupational group itself) and as constructed “from above” (by managers in work organizations). When the discourse is constructed from within, the benefits to the group can be substantial.…

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  • security and protection systems
    • In security and protection system: Physical security.

      …to devise work methods and management controls in such a way that security is one of the values sought along with maximizing productivity and minimizing cost. Examples include the use of automated record-keeping systems, the use of forms and reports periodically checked against physical inventories, and the application of the…

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  • training
    • In employee training

      …complexity of business and industry, management training has become accepted as a necessity in both the public and private sectors. In the United States, graduate business education and senior executive training schemes, such as the advanced management program for senior executives at the Harvard Graduate School of Business Administration, were…

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  • western European trade unions
    • Standard Oil Strike

      In organized labour: Characteristics of the continental labour movement

      …emerged in the area of managerial prerogative. Since many continental industries started at new sites and on a large scale, they were less burdened with a legacy of local management and craft autonomy than were British enterprises. Because of the more unitary and centralized organization of European firms, a distinction…

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