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Business Managers


Everyone has some experience in management. For example if you schedule your day so that you can get up, get to school on time, go to soccer practice after school, have the time to do your homework, and get to bed at a reasonable hour, you are practicing management skills. Running a household, paying bills, balancing a checkbook, and keeping track of appointments, meetings, and social activities are also examples of managerial activities. Essentially the term manage means to handle, direct, or control.

Management is a necessary part of any enterprise in which a person or group of people are trying to accomplish a specific goal. In fact civilization could not have grown to its present level of complexity without the planning and organizing involved in effective management. Some of the earliest examples of written documents had to do with the management of business and commerce. As societies and individuals accumulated property and wealth, they needed effective record keeping of taxes, trade agreements, laws, and rights of ownership.

The technological advances of the Industrial Revolution brought about the need for a distinct class of managers. As complex factory systems developed, skilled and trained managers were required to organize and operate them. Workers became specialized in a limited number of tasks, which required managers to coordinate and oversee production.

As businesses began to diversify their production, industries became so complex that their management had to be divided among several different managers, as opposed to one central, authoritarian manager. With the expanded scope of managers and the trend toward decentralized management, the transition to the professional manager took place. In the 1920s, large corporations began to organize with decentralized administration and centralized policy control.

Managers provided a forum for the exchange and evaluation of creative ideas and technical innovations. Eventually these management concepts spread from manufacturing and production to office, personnel, marketing, and financial functions. Today management is more concerned with results than activities, taking into account individual differences in styles of working.

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