Table of contents
Summary and the purpose:	2
Managers in the Workforce:	3
Introduction (Compaq Company):	4
Planning: Top level management Middle level management First line management	6
Organizing: Top level management Middle level management First line management	9
Staffing: Top level management Middle level management First line management	10
Leading: Top level management Middle level management First line management	10
Controlling: Top level management Middle level management First line management	11
Recommendations:	13
Conclusions:	13
References:	15
Indexes:	16

Summary and the purpose:

Every organization, regardless of size, has developed and implemented its own management concepts in order for it to run smoothly and accomplish the vision, goals and objectives it has set forth. As such, the basic functions of management, broken down into four different areas, allow for it to handle the strategic, tactical and operational decisions for the organization. The five functions of management are: planning, organizing, staffing, and controlling, leading.

The role of a manager in organizations is complex. While managers can come in different shapes and sizes they all share the task of utilizing people and resources to achieve organizational goals. This lesson will discuss the roles and functions of management found in each of the three levels of management.

Figure (2)

Managers in the Workforce:

In today's fast-paced, competitive world, businesses are continually changing. Most of these organizations are on the hunt for the competitive advantage, or a way to strategically move ahead of the competition in the marketplace. However, earning the competitive advantage takes work; goals must be set, plans must be made, people must be motivated and mobilized, resources have to be gathered and distributed, and objectives have to be monitored and assessed.

Enter managers. These men and women come in many forms, but they all share the common task of working with people and resources to achieve organizational goals. An organizational goal can be something as simple as finding a way to shorten the amount of time it takes for a product to leave a warehouse or as elaborate as introducing a new product to the marketplace that makes all previous versions of this type of product obsolete. Regardless of the goal, someone needs to manage all of the factors necessary to seeing that goal become a reality.

Think of a manager as the foundation, support beams, and roof of a house. He or she provides the necessary support from the bottom up, and also provides oversight to all of the parts in between.

While this may seem like a great deal of responsibility and accountability for just one person to have, much like an onion, there are several layers of management. The roles and responsibilities a particular manager has correlates to their position in the organization. While job titles and roles can vary from organization to organization, they typically fall into one of three levels of management.

In the research we want to complain the management functions with the levels of managers in DELL Company.

Introduction (Compaq Company):

Compaq Computer Corporation was a company founded in 1982, that developed, sold and supported computers and related products and services. Compaq produced some of the first IBM PC compatible computers, being the first company to legally reverse-engineer IBM Personal Computer. It rose to become the largest supplier of PC systems during the 1990s before being overtaken by Dell in 2001. Struggling in the aftermath of the dot-com bubble bust, Compaq was acquired for US$25 billion by HP in 2002. The Compaq brand remained used by HP for lower-end systems.

The company was formed by Rod Canion, Jim Harris and Bill Murto — former Texas Instruments senior managers. Murto departed Compaq in 1987, while Canion (President and CEO) and Harris (SVP of Engineering) left under a shakeup in 1991 that saw Eckhard Pfeiffer appointed President and CEO. Ben Rosen provided the venture capital financing for the fledging company and served as chairman of the board for 18 years from 1983 until September 28, 2000, when he retired and was succeeded by Michael Capellas who served as the last Chairman and CEO until its merger with HP. Prior to its takeover the company was headquartered in a facility in Northwest unincorporated Harris County, Texas, United States that now serves as HP's United States headquarters.

The management levels at Compaq Company are same as the other international companies with same functions and responsibilities.

Top Level of Management:

The Top Level Management consists of the Board of Directors and the Chief Executive Officer. The Chief Executive Officer is also called General Manager or Managing Director (or President). The Board of Directors are the representatives of the Shareholders, i.e. they are selected by the Shareholders of the company. Similarly, the Chief Executive Officer is selected by the Board of Directors of an organization.

The main role of the top level management is summarized as follows:

1. The top level management determines the objectives, policies and plans of the all organization levels.

2. They mobilizes (assemble and bring together) available resources.

3. The top level management does mostly the work of thinking, planning and deciding. Therefore, they are also called as the Administrators and the Brain of the organization.

4. They spend more time in planning and organizing.

5. They prepare long-term plans of the organization which are generally made for 5 to 20 years.

6. The top level management has maximum authority and responsibility. They are the top or final authority in the organization. They are directly responsible to the Shareholders, Government and the General Public. The success or failure of the organization largely depends on their efficiency and decision making.

7. They require more conceptual skills and less technical Skills.

Middle Level of Management:

The Middle Level Management consists of the Departmental Heads , Branch Managers, and the Junior Executives. The Departmental heads are Finance Managers, Purchase Managers, etc. The Branch Managers are the head of a branch or local unit. The Junior Executives are Assistant Finance Managers, Assistant Purchase Managers, etc. The Middle level Management is selected by the Top Level Management.

The middle level management emphasizes more on following tasks:

1. Middle level management gives recommendations (advice) to the top level management.

2. It executes (implements) the policies and plans which are made by the top level management.

3. It co-ordinate the activities of all the departments.

4. They also have to communicate with the top level Management and the lower level management.

5. They spend more time in co-ordination and communicating.

6. They prepare short-term plans of their departments which are generally made for 1 to 5 years.

7. The middle Level Management has limited authority and responsibility. They are intermediary between top and lower management. They are directly responsible to the chief executive officer and board of directors.

8. Require more managerial and technical skills and less conceptual skills.