The four management functions, worked through real organisational situations.
Business Management covers the whole span of a first course in the subject: what managers do and how the job is studied, the environment and workforce they operate inside, then the four functions of planning, organising, leading and controlling in turn. Each article is short and self-contained, built on a managerial problem and worked through to a usable conclusion rather than summarised from a chapter. By the end you can size up an organisational situation, choose a course of action and explain the reasoning to someone who has to carry it out.
Coming soon
What the job actually is, how the discipline grew up, and how managers make choices under uncertainty.
What the job actually is, how the discipline grew up, and how managers make choices under uncertainty.
The environment, the wider world and the workforce that set the boundaries on every management choice.
The environment, the wider world and the workforce that set the boundaries on every management choice.
What an organisation owes its stakeholders, and how it changes when the ground shifts.
What an organisation owes its stakeholders, and how it changes when the ground shifts.
Setting direction, choosing where to compete, and planning a business that does not exist yet.
Setting direction, choosing where to compete, and planning a business that does not exist yet.
Designing the shape of an organisation, staffing it, and getting groups to perform as teams.
Designing the shape of an organisation, staffing it, and getting groups to perform as teams.
How messages travel through an organisation, and how people actually behave at work.
How messages travel through an organisation, and how people actually behave at work.
Why people put in effort, and what it takes to lead them somewhere worth going.
Why people put in effort, and what it takes to lead them somewhere worth going.
Closing the management loop: measuring performance, allocating resources, and running the operation.
Closing the management loop: measuring performance, allocating resources, and running the operation.
“The organising framework is used properly, not just cited.”
Most management primers recite the four functions and move on. This collection keeps them load-bearing: planning, organising, leading and controlling each get their own sequence of articles, and the closing section on control and operations earns its place by tying the whole loop back together.
Nano College takes the standard university textbook for a course and turns it into short, self-contained pieces you can actually finish. We keep the ground the textbook covers and the rigour it insists on; what we leave out is the padding that only exists to fill a semester.