Good morning everyone. Today we are going to talk about management and managers, who they are, what they do, and why they are so important in a business.
When we hear the word management, most people think of bosses giving orders. But in reality, management is much more than that. Management is about planning, organising, directing, and controlling resources like people, money, and materials to make sure the business runs smoothly and achieves its goals.
Managers are the people who make this happen. They are the link between the company’s big plans and the employees who carry them out. Whether it is a small shop or a large company, every organisation needs effective managers to guide their teams, solve problems, and make good decisions.
Let’s look at what managers actually do. The traditional view of management comes from Henri Fayol, who identified four main functions: planning, organising, directing, and controlling.
Planning means setting goals and deciding how to achieve them. For example, a marketing manager might plan a campaign to promote a new product.
Then comes organising, which means arranging resources properly, such as deciding who will do what and when. For instance, a restaurant manager might assign different chefs to different stations to make service run smoothly.
Next is directing, or leading. This means motivating and guiding employees to do their best. Think of a sales manager who keeps their team excited and focused on meeting targets.
Finally, controlling means checking progress, comparing it to the plan, and making changes if needed. For example, a finance manager might notice overspending and decide to adjust the budget.
Together, these functions keep the business organised and moving in the right direction.
Now let’s look at what two famous thinkers said about what managers really do: Henri Fayol and Henry Mintzberg. Fayol focused on structure and discipline. He said every manager, no matter the level, performs these same basic functions. Mintzberg, on the other hand, looked at what managers actually do in real life and identified ten different managerial roles.
He grouped them into three categories. First, interpersonal roles, like being a leader or a link between departments. Second, informational roles, where managers share and collect information, such as when a manager presents at a meeting. And third, decisional roles, like solving problems, allocating resources, or negotiating with suppliers.
For example, when a manager negotiates a new deal or represents the company in a press conference, they are performing Mintzberg’s roles in action.
Now, good managers do not just keep things running. They make businesses perform better. They motivate their teams, make smarter decisions, improve productivity, and help the company handle change. A strong manager can truly shape whether a business succeeds or struggles.
Let’s move on to management styles, which are the different ways managers lead people.
Some managers use an autocratic style, where they make all decisions themselves. This can be good in emergencies when quick action is needed, but it can make employees feel ignored or unmotivated.
A democratic style involves employees in decision-making. It boosts teamwork and creativity but can take more time.
Then there is the laissez-faire style, where managers give a lot of freedom to employees to make their own choices. This can encourage innovation but might cause confusion if people are not well-organised.
Finally, the paternalistic style is like a fatherly approach. The manager makes decisions but also cares for the employees’ well-being. This can build loyalty, though sometimes it limits independence.
All of these styles work differently, and a good manager chooses the right one for the situation.
To understand management behaviour even better, we can look at McGregor’s Theory X and Theory Y.
Theory X managers believe workers are lazy, avoid responsibility, and need strict supervision. These managers tend to use an autocratic style.
On the other hand, Theory Y managers think employees are motivated, responsible, and capable of working independently. They use a more democratic or participative approach.
For example, a Theory X manager might insist everyone follows rigid rules and clock-in times. A Theory Y manager might trust employees to manage their own schedules as long as the work gets done.
So, to sum up today’s lesson, management is about using resources effectively to meet goals. Managers plan, organise, direct, and control. Fayol explained what managers should do, Mintzberg described what they actually do, and McGregor explained how their attitudes shape their style.
By the end of this lesson, remember that there is no single right way to manage. Great managers adapt. They know when to be strict, when to listen, and when to trust their team. That is what truly makes a business successful.
