Management

1. The organization and coordination of the activities of a business in order to achieve

defined objectives.
Management is often included as a factor of production along with? machines,
materials, and money. According to the management guru Peter Drucker (1909-2005),
the basic task of management includes both marketing and innovation. Practice of
modern management originates from the 16th century study of low-efficiency and
failures of certain enterprises, conducted by the English statesman Sir Thomas More
(1478-1535). Management consists of the interlocking functions of creating corporate
policy and organizing, planning, controlling, and directing an organization's resources in
order to achieve the objectives of that policy.

2. The directors and managers who have the power and responsibility to make
decisions and oversee an enterprise.
The size of management can range from one person in a small organization to
hundreds or thousands of managers in multinational companies.
In large organizations, the board of directors defines the policy which is then carried out
by the chief executive officer, or CEO. Some people agree that in order to evaluate a
company's current and future worth, the most important factors are the quality and
experience of the managers.

Corporate Policy
Usually, a documented set of broad guidelines, formulated after an analysis of all
internal and external factors that can affect a firm's objectives, operations, and plans.
Formulated by the firm's board of directors, corporate policy lays down the firm's
response to known and knowable situations and circumstances. It also determines the
formulation and implementation of strategy, and directs and restricts the plans,
decisions, and actions of the firm's officers in achievement of its objectives. Also called
company policy.

Corporate Strategy
The overall scope and direction of a corporation and the way in which its various
business operations work together to achieve particular goals.

Strategic Management
The systematic analysis of the factors associated with customers and competitors (the
external environment) and the organization itself (the internal environment) to provide
the basis for maintaining optimum management practices. The objective of strategic
management is to achieve better alignment of corporate policies and strategic priorities.

Strategic Priorities
Strategic objectives ranked by their importance in achieving the strategic goals. All
subsequent operational or tactical planning and resource allocation is based on
strategic priorities.
Planned Strategy
SCC as a higher institution hence accreditation to PAASCU
Entrepreneurial Strategy
Creation of New Building
Ideological Strategy
OBE (Outcome Based Education) implementation
Umbrella Strategy
An organization is said to have an umbrella strategy when there is a clear definition of
strategic goals, and even the general strategic direction, by the chief executive (or
senior management), but the detail of how these goals are to be achieved has yet to be
decided. Within these established boundaries, the various actors (such as functional
managers) have the flexibility, often through a process of iteration and consensus
building that will involve senior management, to develop the substance of the strategy,
i.e., the means by which the strategic goals are to be realized. The strategy has also
been termed “deliberately emergent” ( Mintzberg and Waters, 1985 ) as the leadership
purposefully allows others the flexibility to devise strategic content.
Process Strategy

Disconnected
Department initiative to allure students
Consensus
Prayer every meeting
Imposed
President declaration of zero tuition fee