"Management is the specific practice that converts a mob into an effective group

, oriented toward certain goals and productive" (Peter Drucker) "Management is t

he art of accomplishing things through people in formally organized groups." (Ha
rold Koontz)
Will:
But all managers manage everything (processes) and all (employees) in the compan
y? necessarily because the administrator can be active at different levels of co
rporate governance.
No
High Directors
Presidents, Vice, etc. Executives. General manager, department manager, director
etc.
Average administration
Operational management
Supervisors
Collaborators
Workers who perform the operation

= Senior management responsible for developing the overall planning of the compa
ny, as well as directing all the existing sectors in the same, high capacity for
decision making. = Average administration responsible for planning the performa
nce of departments (each with their tasks and responsibilities) as well as being
the communication link between senior management and the rest of the company.

= Operational management acts in the coordination of tasks performed by the oper

ational responsible for collaborating with the planning departments in which it
is subordinate. = Employees perform the work of the company in general, acting i
n the production, sales, attendance,

General Manager Professional capable of managing all areas of the company (HR, F
inance, Marketing, Sales, Production etc);

Professional Administrator functional expertise in a given task in the company.

Past: Production Manager. Responsible for the smooth conduct of its area of oper
ation in accordance with the established by the general manager or top managemen
t.
Responsible for global decision-making. BOTH SHOULD WORK WITH
THE FUNDAMENTALS OF MANAGEMENT CONTINUOUSLY!

TECHNICAL SKILL Prior knowledge of the actions necessary competence in the proce
sses important to manage people Fundamental to unforeseen occasions, which requi
re the effective presence of

INTERPERSONAL SKILL
Dealing effectively with team members Competence which influences the mutual c
ooperation of the team Fundamental to the administrator be considered a positi
ve leader

CONCEPTUAL ABILITY
Having the ability to understand the company as a whole Understanding the vari
ous influences that affect the company internally and externally Jurisdiction
important to adapt the processes changes

Diagnostic ability
Having the ability to solve problems Competence which allows the administrator
to have vision clinic and take corrective decisions Needed knowledge of the o
ther skills
Being SKILLS
POLICIES
able to acquire power to achieve the goals have the power to use the power to
add value to work

Planning = Establish goals and objectives, outlining the actions needed to achie
ve them. Make decisions that contribute to consolidating the company in the mark
et. Identify where we want to (organizational goals) and how we can get (strateg
ies

Organization = Set which and how many resources will be involved in actions to a
chieve the goals. Allocate people on the right tasks, organizing it for titles a
nd departments in the company.
= Coordinate direction is the work team in carrying out their tasks to achieve t
he objectives outlined in the plan. Establish leadership over the people and the
ir processes, to achieve results

Control = Establish control of the processes making the necessary comparisons to

verify the actions and compliance with planejado.Contribui r for continuous imp
rovement and enhancement of the actions outlined plan.
Answer in pairs:

Who is the administrator? And where it operate? What are the functions of an adm
inistrator?
What skills should be the administrator? As must be the administrators of the XX
I century?