Functions management model: relevance to contemporary managers and sustainability issues

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 also suggests a number of activities which managers need to focus in order to help their organization in becoming a socially and environmentally responsible entity. The final part is dedicated to highlight the applicability of universality of management for an employee during his professional growth at his organization.

The Four Functions of Management and their implications for Today's Managers

The four functions of management are: Planning, Organizing, Leading, and Controlling. These functions are based on the Scientific Management principles that define the areas on which a manager focuses and performs in order to run his organization in an effective and efficient way (Robbins & Coulter, 2006). Although the model of Four Functions of Management was presented a number of decades ago; the significance and relevance of all these functions is same for today's managers (Saxena, 2009). However, there is a group of researchers that criticizes the four functions of management model by arguing that it has limited implications for today's business managers. They criticize these functions for not being effective enough for managers to face the challenges and threats of today's complex business environment.

The most recent research studies conducted on the manager's roles and responsibilities suggest that each and every function of management takes its foundation from the four functions of management model in one way or another. Modern researchers support their arguments by linking all the roles and responsibilities of today's managers to planning, organizing, leading, or controlling. By reviewing these research studies and analyzing the contemporary business environment, one can acknowledge that a manager needs to specialize in all these functions in order to perform his responsibilities in an effective and well-organized fashion (Robbins, Judge, & Sanghi, 2007). For example, a manager has to perform his planning function whenever his organization has to formulate policies and strategies for the short run or long run. Similarly, he has to organize the workforce of his organization in an effective way so that the right people are placed on the right positions. The leading function is essential for today's managers to keep a diverse workforce directed towards one common direction (Saxena, 2009). Finally, the controlling function enables them to keep a check and balance for the company's operational and financial performance. These four functions are directly or indirectly related to each and every activity which a manager has to perform for his organization within and outside its work premises (Gold, Thorpe, & Mumford, 2010).

Sustainability and the Role of a Manager

In addition to striving for high market share, competitiveness, or attractive revenues, business organizations are also supposed to show an equal concern for the society and the environment in which they operate. Therefore, a business manager also has to focus on his organization's corporate social responsibility efforts so that the organization may not face any criticism by its stakeholders in this regard. These social responsibility efforts have also brought a significant change in the job responsibilities of today's managers. For instance, it is supposed that a business organization ensures the least harmful impacts of its production operations on the external atmosphere. To ensure this environmental protection, the managers need to institute the most efficient production units, plants, and machineries at the organization. They are also supposed to purchase high quality raw material from reliable suppliers so that the organizational resources give the maximum amount of output and the least harmful impacts to the environment (Idowu & Louche, 2011).

In addition to quality management and environmental protection measures, managers also need to focus on social welfare practices on behalf of their organization. These practices include public awareness programs, educational reforms, fund raising for damages due to natural disasters, etc. These practices are not mandatory for any type of organization in the eyes of the Law; however, they are supposed to prove themselves as socially and environmentally responsible business entities. These practices enhance the roles and responsibilities of a manager; both as a business leader as well as a human being. In addition to focusing on the social responsibility efforts of their organization, managers also need to formulate policies after a careful analysis of the cultural values and social norms of the society in which those policies are to be implemented. For instance, they are supposed to respect the religious values, life styles, consumption patterns, and other cultural and demographical aspects while designing their product, pricing, and promotional strategies (Idowu & Louche, 2011).

Universality of Management

Each and every role and responsibility of a manager revolves around the four functions of management (Saxena, 2009). Therefore, the skills and experiences learnt from a job in one organization can be taken and applied to another job in a second organization (Robbins & Coulter, 2006). At present, I have been working at the entry level position in my organization as Management Trainee Officer (MTO). This job is a part of a fast-track program to reach higher level management position in next 5 to 10 years period. The management skills which I have learnt at this job and will learn in the next couple of years include time management, problem solving, pressure handling, effective leadership, target achievement, personality development, analytical skills, financial supremacy for an organization, and various other skills.