Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
¶ … Functions of Management
Management is defined as the process of getting work done through others in a manner that succeeds in achieving organizational and business goals. This simple definition has led to the outline of four broad management functions: planning, organizing, leading and controlling (Harris, 1993, p. 372). It is also important to note that the management process involves taking into consideration a firm's resources. As such, this implies that managers at all levels in an organization must execute the four functions of planning, organizing, leading and controlling since they are responsible for the people and factors of production that are under their charge (Faille & O'Connor, 2000, p. 203). It is the objective of this paper to describe the four functions of management and their importance to an organization.
The planning function involves the defining of goals as well as development of strategies or plans that are designed to achieve the set goals and other objectives. Thus, the planning function includes goal definitions, business plans, strategy development, resource planning, and design of operational methods (McNamara, 1999, para 4). Of course, the extent to which an individual manager is involved in the planning function will depend on her or his seniority and responsibility level within an organization. Thus, only senior management and departmental...
However, once these are set, all other managers will have to integrate the plans for their individual functions and areas of responsibility with the organizational objectives and plans. In addition, all other functions of management will also need to be designed to meet planning goals (Faille & O'Connor, 2000, p. 203).
The organizing function, for instance, calls for a great deal of managerial ability in arranging and coordinating production, tasks, processes and information so that organizational, departmental and functional goals are met. Therefore, the organizing function involves clearly stating employee job responsibilities as well as work flow processes in order to enable efficient utilization of available resources (Faille & O'Connor, 2000, p. 203).
Although this sounds fairly simple, in point of fact the organizing function calls for a lot of managerial skill since it involves working with scarce resources and may even be full of paradoxes. This implies that managers must be able to clearly define and skillfully manage organizational work flows and job definitions. For instance, strategic ambiguity between organizational goals and controls allows for multiple interpretations by individuals in an organization to the overriding culture. Take, for example, a case where…
References
Faille, C., & O'Connor, D.E. (2000). Basic Economic Principles: A Guide for Students. Westport, CT: Greenwood Press.
Harris, T.E. (1993). Applied Organizational Communication: Perspectives,
Principles, and Pragmatics. Hillsdale, NJ: Lawrence Erlbaum Associates.
McNamara, C. (1999). Basic Definitions (and Misconceptions) About Management.
The Management Assistance Program for Nonprofits. Retrieved Oct. 19, 2004: http://www.mapnp.org/library/mgmnt/defntion.htm
Management Functions Management Model This paper is divided into three parts. The first part discusses the implications of the four functions of management model for today's managers and defends why these four functions are still applicable to each and every role of a manager in today's challenging business environment. The second part explains the importance of sustainability efforts for an organization and their impacts on the job responsibilities of a manager. It
Functions Management What are the different functions involved in management? How do they help one to achieve success in the workplace? In what ways does each of them enhance the organizational culture? One will study in depth the various aspects of managing others and apply them to a city Police Department setting. The four areas of management consist of planning, organizing, leading and controlling. Anyone that is in law enforcement has some
Another aspect of the security management area of a network management system is the development of policy-based auditing and alerts by role in the organization (Merilainen, Lemmetyinen, 2011). This is one of the areas of knowledge-enabled security management, specifically in the area of role-based access and advanced auditing and reporting. Fault management is also an area that no single suite of network management systems can completely meet per the ISO standards
Hospitality Management Defining and Observing Hospitality Management Defining Hospitality Management The hospitality industry incorporates a broad range of different types of business, all of which have a common characteristics; providing some type of service which has a focus on the services where the provision of hospitality is a central element of the that service, and is a sub-category within the service sector. The industry includes hotels and lodgings, cruise ship companies, restaurants, theme
At the same time, they are holders of contrasting forms of private and public debt. This is used to help fund specific research and development programs. These funds flow from savers to producers via the centralized marketplace. This is where they can see the prices for the different classes of securities offered by corporations and governments. (Bosworth, 2001) (Moore, 2009) Direct and indirect transfers are when there is a focus
When all the needs or expectations of the stakeholders are met, the business will continue to thrive. Core Human Resource Functions Involuntary turnover is rampant among employees of high talent. These employees form then crucial asset that determine the overall success of the organization. Involuntary turnover occurs due to issues such as frequent absences, premature termination of contracts, sexual harassment or by the mere fact that an employee becomes overqualified for