Functions of Management the Purpose

Functions of Management

The purpose of this paper is to analyze the four functions of management as they relate to a retailer I once worked for. The four functions of management are defined as planning, organizing, leading and controlling and in this paper each of these four areas are analyzed from the context of the retailer's business. To the extent an organization has capable leadership that coordinates the four functions of management is the extent to which an organization can attain its goals (McCartney, Campbell, 197).

Planning

The defining of short- and long-term goals and objectives and the planning of their attainment through the integration of internal resources and external suppliers, channel partners is a critical leadership skill. The best organizations often include the employees that will be required to implement plans involved in this process and are not afraid to allow every employee to have a chance to assist in planning and leading change (Kouzes, Posner, 362). Planning then is more than just defining a series of goals, objectives and the plans to attain them. It is also about getting employees to also take ownership of their part of the plan as well. In the retailer I have experience with, this was done well. The store managers would provide the opportunity for input on how best to plan in-store displays, procedures for stocking the shelves, and also sales programs. This led to a high level of enthusiasm about the plan and about getting the goals accomplished.

Organizing

This area or function of management concentrates on how managers allocate an organization's time, knowledge-based and physical resources in the attainment of a goal or objective. Managers often use project management techniques and software to optimize their use of resources in the attainment of objectives. There is also the use of Six Sigma techniques to assist in organizing the resources of a company to attain their goals and objectives. Like all other functions of management this is highly integrated to all others, as it takes training for project management and Six Sigma to be effective (Kouzes, Posner, 362). From the example of the retailer worked for, organizing is essential for a retail store to operate. From the store schedules to the shelves' organization this was the most visible management activity in the store.

Leading

Defining the sequence of steps, the relationships necessary for the steps to be as impactful and successful as possible, and getting employees to identify with and support strategies are all aspects of this function of management. There are theorists who say that leadership and management are two different skill sets, yet to be effective a leader must have both (McCartney, Campbell, 192). This is certainly the case as leadership in cynical times (Kouzes, Posner, et.al.) shows that trust is very difficult to attain in leadership yet so critical for successful outcomes to occur. In the retail store I worked in this was very true. Regional managers often focused only on benchmarks while store managers focused on getting employees to identify with store goals and objectives, linking their attainment to raises, bonuses and recognition.