Republic of uzbekistan andijan machine-building institute fundamentals of business management

List of used literature Main literature: 
1.LRDabay and others/Principles of business/2012.600p. 

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2. 
Jeff Madura/ Introduction to business/ Florida Atlantic University/ Paradigm Publishing 
Inc. 2010.694 p. 
6. Additional literature 
25. 
Pereverzev M. P., Shaidenko N. A., Basovsky L. E. Management. - 2-e izd., 
pererabotannoe. - M.: INFRA-M, "Vysshee obrazovanie", 2011. - 330 p. 
26. Meskon M.Kh. i dr. Osnovy menedzmenta.-M.: Williams, 2008.-672 p. 
27. Lawrence Mensah Aqueteus. Business administration 
for student
oath managers//Sotsis. - 2011 
28. Robert C. Appleby. Modern business administration. Manual.– M: Gardarika, 2009 
Internet sites 
www.cbu.uz 
www.gov.uz 
www.lex.uz 
www.mf.uz 
8- Topic: Management and leadership 
 
1 
Functions 
and 
types 
of 
management 2 Leadership 
3 Characteristics of a mature manager 
Management functions and types 
First, a few words about the dictionary meaning of the expressions "function" and "task". 
"Function"- this is a Latin word that means the work, sphere of activity, task of someone or 
something. 
"task"- this is an issue that needs to be implemented, solved, a goal that needs to be achieved. 
Or it means some assignment, service, work, service position, position, action. 
The concept of "function" has a narrower meaning than the concept of "task". After all, a 
function includes only tasks within its scope of activity. For example, performing the work of a 
marketer does not belong to the function of an enterprise engineer, because it is a task directly 
within the scope of a marketer's activity. And "duty" can be outside the scope of one's activity. 
Management function means a set of tasks aimed at solving specific tasks related to the 
management of this or that object. 
Therefore, management is carried out through certain functions. Determining the functions, 
uncovering their meaning and studying them is an important condition for the correct organization 
of the management process. 
The content of management functions results from the organization of one or another activity. 
For example, at the initial stage of production: 
  
  

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           
        
 
      
       
            
          
     
   
  
       
     
       
   
            
It can be seen that the content of management is manifested in its functions as a process. 
Because: 
Functions reflect the types of activities, the direction of the subject's specific influence on the 
object of control. 
The management process itself cannot exist outside of the management functions. Determining 
the composition of functions, their scope and content is an important basis for determining the 
number of management personnel and designing the organizational structure of the management 
apparatus.