The management process describes what managers actually do when they manage. The standard framework, dating to Henri Fayol in the early 20th century, distinguishes four interrelated functions known as POLC:
- Planning — determine goals; develop strategy at strategic, tactical, and operational horizons.
- Organizing — arrange resources, design the org chart, define roles and information flow.
- Leading — guide, motivate, and coach so individual efforts align with shared goals.
- Controlling — set standards, measure performance, take corrective action when actuals diverge.
The process is cyclical. Goals → Gaps (between current and desired state) → Plans → Actions → Evaluation → Iterate. Performance against goals informs the next planning cycle, and the cycle repeats indefinitely. See POLC for the per-function breakdown, the planning horizons, the controlling sub-steps, and how the POLC mix shifts across management levels.
Management levels
| Level | Roles | Focus |
|---|---|---|
| Top management | C-suite (CEO, COO, CFO, CTO), board | Overall company performance, strategic decisions |
| Middle management | VPs, EDs, directors | Implementing top-level decisions, coordinating across functions |
| First-line management | Managers, supervisors | Direct supervision of workers, daily operations |
The skill mix shifts across levels: top management uses more conceptual (strategic-thinking) skills; first-line management uses more technical (operational) skills. Time management and decision-making skills are required at every level.
Areas of management
Cross-cutting functional specialisations: marketing, financial, engineering, operations, human resources, information (systems and IT). Managers usually combine generalist skills with depth in one or two of these areas.
For specific management topics, see Strategic management, SWOT analysis, Levels of strategy, Organizational culture, and Change management.