DEFINITION AND SKILLS OF MANAGEMENT

        Actually, management hails from magnum agree, a Latin phrase meaning ‘guiding with hands’ (Waite & Hawker, 2009). It has been argued by Malik (2007) that management is more than just guiding. An organization's management has to be about communication and must include and evaluate the skills and talents of an individual in the development. 

        Assets are represented by workers to the company. Experience and knowledge of each and every person can be utilized for improving the whole firm (Malik, 2007). In a company, managers handle structural requirements while determining important indicators of key performance, instructions, and clear targets. Furthermore, they also recognize the significance of coordinating and motivating workers and must evade the consistency of failures.

        It can be said that it is not possible to reduce management to an individual aspect like guiding business administration of employees. In practice and denotation, management is diverse and dynamic (Malik, 2007; T. Mayer et al., 2008). That is why, management attempts not to be experts, but still having skills in different sectors. Effective managers tend to have an understanding and knowledge of various operations, for instance, the development and design of innovative social systems. For maintaining a successful working relationship with experts, it is significant for managers to have working information or knowledge of the expertise of a person (Malik, 2007).

          At present, successful managers are supposed to exhibit project expertise, method competence, social competence, and resilient personality. An organization is shaped by the manager and communication’s guidelines are provided by him (T. Mayer et al., 2008). Management was illustrated by Malik in St. Gallen and it can be analyzed that his recommendations for the competencies of management related closely to the ones given by Mayer. The internal processes and objectives of management involve the definition of targets, selection of instruments and measures, sustaining the structure with knowledge, guidance, and responsibility; and maintaining the structure with consistency and processes. These virtues, externally, are influenced and surrounded by the organizational environment, its governance, and its culture (Malik, 2007). Lists which are given by Malik and Mayer are not only similar but are used best in coordination since the basic knowledge is not mentioned by Malik and strategic aspect along with external influential factors are omitted by Mayer.

        Management, in a company, shapes and affects the culture or internal atmosphere, and the external environment's governance. In addition, alternative or substitute management is influenced by its atmosphere both internally and externally by the workers. In St. Gallen of Malik (2007), communication and management among employees are necessary for avoiding misunderstandings and improving the work of the whole team (Malik, 2007).