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So there it is - people; goals and objectives; using available resources effectively, efficiently. Note that it does not say where (other than organisation or effort) so by implication, anywhere and at any level of human activity.

All 'professional' people immediately stand to attention and see the implications applied to business whilst rejecting that such notions exist in any other field.

Dictionary definitions continue by stating that the word derives from the latin 'manu agere' to 'lead by the hand' and this is at the base of management skills; it is about giving direction that is stronger than just a passing suggestion yet not an order and also implies that the person doing the leading knows where he is going and is going first, willingly, to where the follower is being lead. The leader is not asking the follower to do something he is not willing to do himself.

But let us move sideways for a second and leave fuzzy people 'things' to one side and let us consider the much harder, more concrete 'business management' first.

What do we mean by 'business management'?
Well, if an enterprise is to be managed effectively and efficiently then at least the Board must know what the correct corporate vision and mission is, mustn't it? Otherwise, if there is no understanding of what the business is to have achieved in a specific time period the chances of success are hugely diminished.

It is much easier when both are present because this can lead to planning achievable objectives in realistic times. It's the point at which the 'Executive' strategic level manages the tactical to achieve long term aims.

Business Management - Goals and objectives
It stands to reason that, if there are reasonable vision and mission statements then good management dictates that appropriate, preferably numeric, objectives can be derived from them for the Managing Director/C.E.O./Owner to 'own' and be responsible for delivery in measurable timescales. This can then be cascaded down the organisation, irrespective of the depth and complexity of that organisation.

At a simple level there are three basic levels of hierarchy in any business - the operational, the 'Management' (tactical) and the Executive (strategic). For the 'one man band' - all three need to be considered and applied. Therein lies the basis of many company failures - but that's for another time.

All three levels need to be accountable and all the objectives must funnel upwards and downwards to fulfil the success criteria for the business.

Setting the goals/objectives and measuring people on their achievement against them is at the heart of 'business management'.

All different functions must be managed on this basis, as example:
Sales:

Director: KPIs based on company revenue, company profit ; departmental profit; territory cover; Wins vs Losses; client satisfaction; team performance. All, as appropriate dependent on market, sector, high value vs low value, timescales and other factors.

Manager: KPIs on team sales target; profit target (as above); client acquisition; territory coverage; client satisfaction. The above constraints apply.

Salesperson: revenue, profit (if applicable), number of new Accounts

Marketing:

Company/departmental/sector revenues; number of suspects and prospects created totally attributable; competitive positioning (wins/losses)

Sub divisions of these depending on structure and responsibilities.

Operations/Production

Company revenues and profit margins

Number of units produced

Efficiency of equipment and employee levels

Health and Safety

'Returns'

Other functions such as Financial/Legal and Human Resource should be similarly treated as should any sub-functions for example; Product Development, Product Marketing.

The above list is not complete and it is not intended to be. It is just an example of the sort of tangible, concrete objectives that can be measured.

There are tomes written on how to set these and Peter Mayer (Attitude is Everything) describes good objectives as being SMARTERS (Specific, Measurable, Attainable, Relevant, Ethical, Rewarded and Satisfying Strategic goals.). There are other words used for the acronym but I choose to finish on the last one for good reason - Satisfying Strategic goals.

Everything that everyone in any company does is focused on getting the business forward today (operational level), tomorrow (Management tactical) and in the future (Management Executive).

So, all employees now know what tune they are marching to at every level but how does anyone know how different people are performing, individually, departmentally and at company level to ensure company success?

People Management - Not so 'fuzzy' stuff, then 'fuzzy' stuff
Well, the answer to the above is - no-one does, unless there are proper Human Resource processes in support.

How many companies, again, at any level, have these? In my experience - very few.
Rarer indeed the ones that have the end to end processes that guarantee performance such as:

Hatch: Recruitment -attracting the right people at the right time and the capacity to tell the difference in measurable ways (there you go- there's a good SMARTERS objective for HR people already!).

Batch: Appraisal - setting the correct objectives and regular meeting to match objectives achieved with those set out. In the process also identifying 'high flyers', succession planning (both measurable) as well as non-performers and documenting all for action etc.

Dispatch: No easy way to put this one - but the actions taken must be, again, set against proper well documented situations, ethical and with respect for all individuals.

Well, that was non-fuzzy but what about fuzzy stuff?
Have you noticed that some people just manage to get more out of other people than others might do?

What do we call that? Leadership? Charisma? The innate or developed (there's a question!) capacity to 'lead by the hand' (please re-read previous introduction).
People/Managers can spend a lifetime blithely managing by objectives and not totally understand how to get the best out of their people, always managing to make their own objectives without understanding how they can do more through their 'fuzzy' people management skills.

No matter how well the company may be doing and may be business managed these are the ones that, typically, make the best sales to the most loyal client base; may need less human resource in production to achieve best output; may hire or help hire the best people in the marketplace....the list is endless.

Oh and who measures them? They may well be managed by people who, let's repeat here, people who 'always manage to make their own objectives without understanding how they can do more'. Perhaps understanding this and hiring for 'fuzzy' traits is what makes good companies great.

From Maslow through Herzberg to Goleman and beyond there has been tremendous work done on people motivation through the years precisely focused on this.
Companies are made from the top down but without the right business and people management skills with the right processes they will never be successful.
So if any of the above resonates - act on it, for that is the role of management in business!

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Management in all business and organisational activities is defined in dictionaries as the act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively. Management comprises planning, organising, staffing, leading or directing, and controlling an organisation (a group of one or more people or entities) or effort for the purpose of accomplishing a goal.

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The main functions of Management are:-

1) PLANNING

2)ORGANISING

3)STAFFING

4)DIRECTING

5) CO-ORDINATING

6) CONTROLLING

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Defining Creativity and Innovation

Creativity is the act of turning new and imaginative ideas into reality. Creativity is characterised by the ability to perceive the world in new ways, to find hidden patterns, to make connections between seemingly unrelated phenomena, and to generate solutions. Creativity involves two processes: thinking, then producing.

If you have ideas but don't act on them, you are imaginative but not creative. Click To Tweet

Creativity is the process of bringing something new into being. Creativity requires passion and commitment. It brings to our awareness what was previously hidden and points to new life. The experience is one of heightened consciousness: ecstasy.” – Rollo May, The Courage to Create

Is this possible in business? I believe so, but you have to be willing to take risks and progress through discomfort to get to the finish line.

“A product is creative when it is (a) novel and (b) appropriate. A novel product is original not predictable. The bigger the concept, and the more the product stimulates further work and ideas, the more the product is creative.”
—Sternberg & Lubart, Defying the Crowd

What is Innovation?

Innovation is the implementation of a new or significantly improved product, service or process that creates value for business, government or society.

Some people say creativity has nothing to do with innovation— that innovation is a discipline, implying that creativity is not. Well, I disagree. Creativity is also a discipline and a crucial part of the innovation equation. There is no innovation without creativity. The key metric in both creativity and innovation is value creation.

Creativity and Economic Development:

We are living in the age of creativity. Daniel Pink in his book, A Whole New Mind: Why Right-Brainers Will Rule the Future defines Economic Development as:
1. Agriculture Age (farmers)
2. Industrial Age (factory workers)
3. Information Age (knowledge workers)
4. Conceptual Age (creators and empathizers)

Pink argues that left-brain linear, analytical computer-like thinking is being replaced by right-brain empathy, inventiveness, and understanding as skills most needed by business. In other words, creativity gives you a competitive advantage by adding value to your service or product and differentiating your business from the competition. Without creativity, you are doomed to compete in commodity 🤬!

Creativity is the Most Crucial Factor for Future Success

IBM’s 2010 Global CEO Study stated:

The effects of rising complexity calls for CEOs and their teams to lead with bold creativity, connect with customers in imaginative ways and design their operations for speed and flexibility to position their organizations for twenty-first century success.

The Creativity Gap

A 2012 Adobe study on creativity shows 8 in 10 people feel that unlocking creativity is critical to economic growth and nearly two-thirds of respondents feel creativity is valuable to society, yet a striking minority – only 1 in 4 people – believe they are living up to their own creative potential.

Can creativity be learned?

The short answer is yes. A study by George Land reveals that we are naturally creative and as we grow up we learn to be uncreative.Creativity is a skill that can be developed and a process that can be managed.

Creativity begins with a foundation of knowledge, learning a discipline, and mastering a way of thinking. You can learn to be creative by experimenting, exploring, questioning assumptions, using imagination and synthesing information. Learning to be creative is akin to learning a sport. It requires practice to develop the right muscles and a supportive environment in which to flourish.

Studies by Clayton M. Christensen and his researchers  uncovered The Innovators DNA: Your ability to generate innovative ideas is not merely a function of the mind, but also a function of five key behaviours that optimize your brain for discovery:

1. Associating: drawing connections between questions, problems, or ideas from unrelated fields

2. Questioning: posing queries that challenge common wisdom

3. Observing: scrutinizing the behavior of customers, suppliers, and competitors to identify new ways of doing things

4. Networking: meeting people with different ideas and perspectives

5. Experimenting: constructing interactive experiences and provoking unorthodox responses to see what insights emerge

Sir Richard Branson has a mantra that runs through the DNA of Virgin companies. The mantra is A-B-C-D. (Always Be Connecting the Dots). Creativity is a practice, and if you practice using these five discovery skills every day, you will develop your skills in creativity and innovation.

Additional creativity resources:
Creativity and Innovation workshops
A curated list of creativity tools and techniques

Overcoming myths about creativity

Beliefs that only special, talented people are creative (and you have to be born that way) diminish our confidence in our creative abilities. The notion that geniuses such as Shakespeare, Picasso, and Mozart were `gifted’ is a myth, according to a study at Exeter University. Researchers examined outstanding performances in the arts, mathematics, and sports, to find out if “the widespread belief that to reach high levels of ability a person must possess an innate potential called talent.”

The study concludes that excellence is determined by:

opportunities

encouragement

training

motivation, and

most of all, practice.

“Few showed early signs of promise prior to parental encouragement.” No one reached high levels of achievement in their field without devoting thousands of hours of serious training. Mozart trained for 16 years before he produced an acknowledged masterwork. Moreover many high performers achieve levels of excellence today that match the capabilities of a Mozart, or a Gold Medallist from the turn of the century.” (The Vancouver Sun, Sept.12/98)

Fostering Creativity at Work: Rules of the Garage

Follow these simple rules and you will foster a culture of creativity and innovation: These were defined by HP, which in fact started in a garage.

Believe you can change the world.
Work quickly, keep the tools unlocked, work whenever.
Know when to work alone and when to work together.
Share – tools, ideas. Trust your colleagues.
No politics. No bureaucracy. (These are ridiculous in a garage.)
The customer defines a job well done.
Radical ideas are not bad ideas.
Invent different ways of working.
Make a contribution every day. If it doesn’t contribute, it doesn’t leave the garage.
Believe that together we can do anything.
Invent.
-1999 HP Annual Report

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Aditya take a look at this video

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David Brownstein ⎪ The Leadership Mindshift:  How to Transform and Lead Your Team From Any Level

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1. Appreciative – A wise leader values their team and the person. Success is only achieved with the help of others. What’s more, genuine appreciation provides encouragement, develops confidence, and builds on strengths.

2. Confident – Trust and confidence in leadership is a reliable indicator of employee satisfaction. Good leaders aren’t afraid of being challenged. Their confidence inspires.

3. Compassionate – Compassion is a strength. A good leader uses compassion to perceive the needs of those they leads and to decide a course of action that is of greatest benefit to the person and the team.

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There are 5 levels of Leadership for success in competitive world.

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Five levels of Leadership by International Motivational Speaker Mr Vivek Bindra

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this is how simply explain diff between leadership and management

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If you thing some people are creative by luck then you are wrong. No one is creative by birth. It is all circumstances which make them creative.
It will share some ways with you to become more creative.
1) Be open and aware.
Always share what you are thinking and always be ready to get the feed back from others.
2) Always be Practical and Logical.
Always be logic and practical while implementing your ideas. From being practical you will always be focused on your and thinks more smartly.

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Importance of Team Work to change business.

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Importance of Team Work to change business.

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"Alone we can do so little, together we can do so much."

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THE IMPORTANCE OF TEAMWORK TO BUSINESS CHANGE - Leadership - Organization

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How Leadership influence student learning

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How Leadership influence student learning

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Leadership is second only to teaching among in-school influences on student success, and its impact is greatest in schools with the greatest needs, according to this landmark examination of the evidence on school leadership.
Decades of research, the authors suggest, support the notion that those who seek to improve schools should focus not just on teachers but also on principals and administrators. School leaders should, among other things, be able to set clear direction, establish high expectations, and develop talent in their schools to fully support teaching and learning.

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Teamwork | Jeff Ostenson | TEDxWenatchee

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1. The behavioral theory

The shortcomings of the Trait theory led to a significant change in the emphasis of Leadership approach. The shift in emphasis began to focus an attention on the actual behavior and leaders as against personal qualities of traits of leaders.

2. The situational Theory

The situational theories emphasis not on personal qualities or traits of a leader,but upon the situation he operates.A leader according to same style at different situations may likely to fall. For example, WINSTON CHURCHILL was most successful during WW11, But later he failed when situation changed

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The term management has been used in different senses. It may refer to the functions it carries. At other time it may be used to describe a body of knowledge,a practice and discipline. It may describe management as a technique of leadership and decision making.

Definition of Management

According to MARY PARKER FOLLETT,"Management is the art of getting things done through others."

According to ROSE MOORE,"Management means decision making."

According to HENRY L. SISK,"Management is the co-ordination of all resources through the process of planning,organising,directing and controlling in order to attain stated goals."

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Difference between leadership and management

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Difference between leadership and management

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Leadership. When a group of people work according to a person among them.. They follows his orders and instructions. Leader guide what to do nd how to do. Leader never pays back his team any money. Leader is never superior from his team members. He ...
Management. When a group of people works for a people who is not among them. There are some rules which they have to follow for must. They have to work for a time period to earn money etc. Manager manages that everything is running peacefully or not.manager is always superioe to his employeew

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What is difference between leadership and Management?

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What is difference between leadership and Management?

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The word “Leader” and “Manager” are the most commonly used words in the business.

What is role of managers ?
A manager is a member of an organisation who is responsible for  planning, organising and contolling things.
What is the role of Leaders?
Leader are ordaniry members of the company or an organisation. But leaders create thier impact on the people around them. A leader presonally invest in tasks and projects and demonstrate a high level of passion for work.