Option 1 Definitions of management

2.Strategic and tactical decisions, stereotyped and proactive decisions.
There is a certain classification of management decisions. It is necessary to define general and specific approaches to their development, implementation and evaluation, which allows them to improve their quality, efficiency and consistency. Management decisions are classified according to certain criteria: by functional purpose, by effectiveness, by the role of achieving the goal, by the method of making, etc. By exposure time: strategic and tactical. Tactical (mid-term) management decisions are designed to ensure the achievement of private goals, the solution of private problems. For example, drawing up the current plan of the company, solving employee issues, etc. These decisions are made by managers for a period of up to 2 years.Strategic decisions are decisions that in one way or another make changes to the strategy of the organization. And the strategy, as you know, finds its expression in a comprehensive plan for the development of an organization for the long term (5-10 years or more). In terms of content and property impact: Inititiveans stereotyped. Stereotype decisions constitute a regulatory function and are usually taken on routine matters. For them, existing developments are used, which are adjusted in accordance with the changed conditions of the company's functioning (for example, decisions on internal regulations, instructions for the organization and protection of labor, safety measures). Initiative decisions based on new, innovative approaches. They are the most interesting for the management of the company. It is much more complicated in terms of development methods and methods, and there is a solution, the development of which was determined by the management. These are the mandatory decisions, in the implementation of which the creative initiative can rarely be fully manifested.
8-OPTION
1.Classical and administrative management school
One of the first schools of management thought, the classical management theory, developed during the Industrial Revolution when new problems related to the factory system began to appear. Managers were unsure of how to train employees (many of them non‐English speaking immigrants) or deal with increased labor dissatisfaction, so they began to test solutions. As a result, the classical management theory developed from efforts to find the “one best way” to perform and manage tasks. This school of thought is made up of two branches: classical scientific and classical administrative, described in the following sections.The classical scientific branch arose because of the need to increase productivity and efficiency. The emphasis was on trying to find the best way to get the most work done by examining how the work process was actually accomplished and by scrutinizing the skills of the workforce.The classical scientific school owes its roots to several major contributors, including Frederick Taylor, Henry Gantt, and Frank and Lillian Gilbreth. Frederick Taylor is often called the “father of scientific management.” Taylor believed that organizations should study tasks and develop precise procedures. As an example, in 1898, Taylor calculated how much iron from rail cars Bethlehem Steel plant workers could be unloading if they were using the correct movements, tools, and steps. The result was an amazing 47.5 tons per day instead of the mere 12.5 tons each worker had been averaging. In addition, by redesigning the shovels the workers used, Taylor was able to increase the length of work time and therefore decrease the number of people shoveling from 500 to 140. Lastly, he developed an incentive system that paid workers more money for meeting the new standard. Productivity at Bethlehem Steel shot up overnight. As a result, many theorists followed Taylor's philosophy when developing their own principles of management.The classical administrative school of management arose from the need to make business management a professional career. Discover how different theorists contributed to developing the classical administrative school of management, what compelled them to do so, and how the new version differed from other types of managing an organization. As the idea of systematic management grew in popularity, so did the amount of people who were interested in defining and improving the practice. People like Max Weber, Henri Fayol, Mary Parker Follett, and Chester Barnard were among the theorists who sought an alternative, more general approach from the highly specialized functions of scientific management. Whereas scientific management concentrated on the productivity of the individual worker, administrative management focused on management processes and principles of the entire organization. Essentially, the goal of management theory shifted from concern for precise work methods to the development of managerial principles. Thus, classical administrative management was born.