Management and Organization are two concepts

closely linked, in practice and in theory.

The quality of management will depend on
degree of achievement of the organization's objectives
and its performance. It is therefore essential to
define the organizational space before studying the
management concept.
1. Notion of organization

An organization is a group of individuals, grouped together.

within a regulated structure, having a system of
communication to facilitate the flow of information,
in order to meet needs and achieve
determined objectives.
Examples: a business, a public administration, a
union, a political party, an association, etc.
 2. Management:

Management is often defined as the action, the art

or the way to manage an organization, to lead it,
plan his development and control it. His
the application domain extends to all areas of activity
of the company.
Management is thus based on 4 activities: planning,
the organization, management, and control.

Management is the set of organizational activities

and management of the company and its staff.
DEFINITIONS AND CONCEPTS
Company: Economic entity producing goods and
services
Company: A legal term defining the legal forms of a
company
Organization: Structured ensemble of means and actors
cooperating to achieve goals
Purpose: Principle of existence of a business
But: Permanent orientation set for a company
Objective: Evolving quantified goal
Management: Decisions and actions to lead the activity of a
company
Management: Art and techniques of leading and directing
.
I. Etymological origin of the term 'management'
The term 'management' is derived from an old French word.
"management" which until the 18th century meant "
to be responsible for something of which one is not
not owner." The modern term management is
currently defined in the French language as
management, direction of a company.
The verb manager is in French dictionaries
synonyme de diriger, gérer, organiser.
To Manage: to direct, to administer, to handle, to lead, to conduct,
["master","tame","govern","subdue","hold","overcome"]
["arranger","way","maneuver"]
To manage: To handle, to get by, to get away with
to manage, to cope, to find a way to, to succeed in...

The other most commonly used modern terms

are managed, management and administer, administration.
II. Brief history of the concept of Management
Modern management is the result of a
long historical evolution as old as humanity.
The least disputed historical data places
the most fundamental contribution made to the discipline of
management at the level of the industrial revolution. This
The change consisted precisely of a change
radical in the conduct and organization of work.
III. The elements of management
a) the managerial approach
Management requires the implementation of an approach
rigorous which includes three steps :
the setting of objectives;
the mobilization of human and material resources,
financial resources to achieve these objectives;
the evaluation of the results obtained.
b) strategic management
Strategic management is the set of actions taken by
the general management for ensuring survival and development
of an organization in a changing environment.
These actions commit the organization in the medium and long term.
Strategic management is broken down into several components:
the choice of areas of activity;
the choice of boundaries between the activities that will be
carried out by the organization, and the activities that will be entrusted to
subcontracting or carried out in cooperation;
the choice of an internal structure;
the choice of internal decision-making and management processes.
c) operational management

It is common to distinguish the strategic level, that of

decisions that commit the organization in the long term, and the
operational level, which consists of all of the
decisions made daily to achieve the objectives
fixed. The strategic level would be the fact in a company of the
general direction, in a public administration of
senior management or political leadership.
Operational management includes many elements:
financial management
human resource management
the management of relationships with the environment (clients or
users,
the management of the production of the goods or services offered.
IV. Role of the Manager
The manager must lead the actors of an organization so that they
cooperate together in order to achieve the set objectives for
the company while promoting, as far as possible, their
personal development.

The 10 essential roles of a manager are grouped into 3 categories:

Interpersonal roles
Informational roles
Decision-making roles
A/ Interpersonal roles
Three of the manager's roles directly stem from the concept
of formal authority and fundamentally involve,
Interpersonal relations:

Symbol: By virtue of its position at the head of a

organization, each manager must fulfill obligations of
legal or ceremonial nature.

The manager is the person who guides all activities

subordinate clauses and the
motive.

Liaison agent: The manager creates and maintains contacts as well

good with its internal and external environment, for the best
operation of the company.
B/ Informational roles
The information process is one of the keys to the profession of
manager. Three roles describe the aspects related to the dimension
informational work of the manager:

Active observer: The manager gathers the largest number

information collected from outside or by its subordinates or
members of the organization.

Distributor: The manager disseminates and transmits information.

collected from outside or by its subordinates to the members of
the organization.

Spokesperson: The manager conveys the information about the plan of

the organization outside, on the board of directors and others.
C/Decision-making roles
The manager plays the main role in the development of their system.
of decision making. There are four roles that describe the manager
in this decision-making perspective.
Entrepreneur: The manager seeks opportunities and initiates
new projects for the organization.
Regulator: When the organization faces problems
It's important for the manager to try to correct the actions.
companies.
Resource distributor: The manager is responsible for
the allocation of resources to carry out the various activities.
Negotiator: He represents the organization in major
negotiations. Negotiation is one of the obligations of the
the profession of manager can sometimes be routine but
can in no case be avoided.
I. THE NOTION OF BUSINESS
In economics, a business is traditionally defined as
being "an economic organization, of legal form
determined, bringing together human and material resources
financiers, to produce goods or services intended to be
sold on a market to make a profit.
II. CLASSIFICATION OF COMPANIES
Companies can be classified according to several criteria:

Depending on their activity:

Craft business: It sells a manual activity.
Commercial enterprise: It purchases goods that it resells
without transformation.
Industrial company: It transforms raw material and
sells finished (or semi-finished) products.
Service company: It resells work without manufacturing
of physical object.
Depending on their economic sector (determined by their
main activity) :
Primary sector (agriculture, fishing...)
Secondary sector (industry).
Tertiary sector (services).

Based on their size and economic impact:

TPE (Very Small Business): 1 person.
SME (Small and Medium Enterprises): 2 to 500 people.
Large company: over 500 people.
Business group: consists of a parent company and subsidiaries.
Extended enterprise (or networked, or matrix, or virtual):
includes a pilot company working with many
partner companies.
Depending on their legal status:
Private companies (individual and corporate).
Public companies, managed by the state.
Non-profit organizations.

III. BUSINESS ENVIRONMENT:

In order to make relevant decisions, the company,

As an open system, it must take into account its environment.
which includes a number of components that are not limited to
not to its classic economic partners (clients,
suppliers...)
Generally, seven different components are distinguished that
allow to define the company's environment:
Geographic and demographic factors:

These factors cover quite broad areas. On one hand, it

this concerns the geographical environment of the company (climate,
environmental quality, proximity to an urban area...) that
can have an influence on a company's strategy,
the set of logistics infrastructures (proximity of a
airport, a port or a motorway service area…) and finally
of the overall demographic situation of a nation (the structure
by age of the population is not neutral from a point of view
economic).
The sociocultural factors:

The needs of economic agents are often determined by

parted by the lifestyles of individuals, the aesthetic values or
ways of thinking
Legal and institutional factors:
These factors are an essential part of the functioning of
the economy since they determine the rules of the game in force on
a market that will regulate, condition the activities of businesses
(legal, social, tax regulations...)

The technological factors:

In an economic situation characterized by a strong
concurrently, technological advancements often result in
by challenging the power dynamics between companies
of the same sector since its rapid incorporation into
the company can provide him with a certain enduring competitive advantage
or temporary (invention of new products or services -
mobile phone, web…).
The competitive factors:
Mainly concerning the direct partners of the company
whether they are upstream or downstream of the production process.
At stake will be the weight that suppliers and more generally...
the evolution of the markets for the main productive resources
can have on the company's market (example: evolution of
price of raw materials in certain productions). Downstream, it
it concerns the company's customer market, whose structure, the
the number of actors can have significant consequences on the
becoming of the firm (example: the suppliers of the companies of
Telecommunication, weight of certain associations of
consumers).
The social factors:
This concerns an internal aspect of the company since one
understand here the analysis of motivation and involvement of
employees of the company (importance of trade unions, motivation
of the staff...) who can influence strategic decisions of
the company.
Economic factors:
This is primarily about the economic system in which it operates.
the company (capitalist or socialist system for example) but it
It mainly concerns the evolution of the main economic variables.
(inflation, economic growth, exchange rate evolution...)
which has an impact on the company's policy
investment, delocalization…).
IV. THE ESSENTIAL FUNCTIONS OF THE COMPANY:

Direction

Surrounded by a team of advisors and assistants or helped by a

simple secretary, the director is the representative of the company
vis-à-vis of its owners (shareholders, parent company...), the tax authorities,
of Justice, of the unions, of the administration, of the local authorities
locales...

Production

She implements means of production to manufacture or

install the product according to the plans and specifications defined by the
Department of studies with the subjects and provided components
by the Supply Service.
service methods...
Commercial
The Sales Department, responsible for sales, ensures the
marketing function and organizes itself to answer questions
of the client.

Studies
Its goal is to:
Design the product or service based on needs
of the market or of a particular client
Estimate the cost of producing the product to be developed
Search for the materials, raw products, necessary components.
in the manufacture
- Establish the list of parts, equipment, tools and
specific installations required for manufacturing
Write the user manuals, the specific specifications
in the realization or use of the product.
Draw the plans...
Supply and purchasing
She is concerned about:
the search for new suppliers or subcontractors.
negotiation of contracts (prices, quantities, deadlines, standards
quality...)
the management of purchases and stock.

Accounting and Management

She manages the accounts and financial resources of the company.
while ensuring the interface with the banks, the administration
fiscal, the clients and suppliers...

Personnel Management
His essential role is to manage all employees since -
from hiring to leaving the company.
Ancillary functions

Although indirectly related to production, they are

indispensable to the smooth operation of the company.
1. General Services monitor or ensure the maintenance of
buildings, vehicles, and networks (electricity, telephone,
data transmission, gas, traffic lanes...) from
the establishment.
2. The IT Department can be very important if it is in charge
the development of specific computer applications for
the company. He manages the computer park and the backup of
data.
3. The Maintenance Service can be attached to production,
especially if he is only responsible for the installation and maintenance of the tool
work.
Management is based on 4 activities: planning,
the organization, the management and the control.

I. PLANNING

Planning is the means to anticipate and prepare.

the actions to be taken in the future.
The planning process is broken down into 3 stages:
Formulation of the strategic plan: It outlines the main lines
guidelines as well as their articulation in terms of means and
duration.
Establishment of operational plans: these define
the daily action of each member of the organization.
Budget determination: It is the monetary translation of
objectives of action programs.
II. THE ORGANIZATION
The organization is the most visible part of management because it
allows to define the tasks to be accomplished, to group them and
to establish links of subordination, cooperation and
information.
Organizational forms are diverse but the common denominator
The common thing that can be noted is the division of labor.

III. THE DIRECTION

The purpose of management is to energize the men and women who
plan, organize and control in order to bring to life
the organization.
IV. CONTROL
The manager must ensure that the results comply with the
objectives. Control is therefore a process that is both active (action of
correction before the observation of results), but also reactive
(correction after the results) strongly developed in the
management.
The control is divided into 3 phases:
Setting standards: it involves determining elements of
reference to which the result is compared.
Measurement and communication of the result: the techniques
management quantitative methods allow to measure the results while
that communication aims to promote the information of the actors
concerned by this data.
Corrective action: The modification of the objective, the strengthening
a result obtained or inaction are the three paths that can be
take corrective actions.