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Professional skills

Observers find it increasingly difficult to subdivide management into functional categories in this way. More and more processes simultaneously involve several categories. Instead, one tends to think in terms of the various processes, tasks, and objects subject to management.

Branches of management theory also exist relating to nonprofits and to government: such as public administration, public management, and educational management. Further, management programs related to civil-society organizations have also spawned programs in nonprofit management and social entrepreneurship.

Note that many of the assumptions made by management have come under attack from business ethics viewpoints, critical management studies, and anti-corporate activism.

As one consequence, workplace democracy has become both more common, and more advocated, in some places distributing all management functions among the workers, each of whom takes on a portion of the work. However, these models predate any current political issue, and may occur more naturally than does a command hierarchy. All management to some degree embraces democratic principles in that in the long term workers must give majority support to management; otherwise they leave to find other work, or go on strike. Hence management has started to become less based on the conceptualisation of classical military command-and-control, and more about facilitation and support of collaborative activity, utilizing principles such as those of human interaction management to deal with the complexities of human interaction. Indeed, the concept of Ubiquitous command-and-control posits such a transformation for 21st century military management.

Management operates through various functions, often classified as planning, organizing, leading/motivating and controlling.

Planning: deciding what needs to happen in the future (today, next week, next month, next year, over the next five years, etc.) and generating plans for action.
Organizing: making optimum use of the resources required to enable the successful carrying out of plans.
Leading/Motivating: exhibiting skills in these areas for getting others to play an effective part in achieving plans.
Controlling: monitoring -- checking progress against plans, which may need modification based on feedback.

Business Skills
Powerful Presentations (GK2736)
Business Skills for IT Professionals (GK2805)
Communication and Negotiation Skills (GK2810)
Management and Leadership Skills for New Managers (GK2820)
Effective Technical Communication (GK2833)
Advanced Management and Leadership Skills (GK2880)
Critical Thinking, Problem Solving, and Decision Making (GK2895)
Successful Workplace Communication (GK2918)
Effective Time Management (GK2948)

Business Analysis
Business Process Analysis (GK2818)
Introduction to Business Analysis (GK2919)
Requirements Development & Management (GK2964)