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1. Four Functions Of Management successful companies to meet their goals they must encompass all four functions of management. Keeping up with the objectives, goals and vision can be a challenge 2. Four Functions Of Management our hours down so we will want to stay with the company. The last of the four functions of management is controlling. It is important for my company to make sure 3. The Four Functions Of Management continual process that takes place regularly within my company. The four functions of management planning, organizing, leading and controlling, assume a great worth 4. Four Functions Of Management different terms and conditions. References Buzzle. (2009). Management FunctionsThe Four Functions in Management:Buzzle.com. Retrieved May 24,2009 Home Page Business and Economics

Four Functions Of Management

Submitted by kallee89 on June 27, 2011 Category: Business and Economics Words: 1698 | Pages: 7 Views: 257 Report this Essay

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The Four Functions of Management Abstract This paper will introduce the four functions of management and how they are both independent and dependent at the same time. Beginning with the history of management theory created by people like Henri Fayol and Mary Parker Follett and how management theory has evolved to the four major functions of effective corporate management. The Four Functions of Management One hypothesis of the classical theory of management is the relationship between employees and management is defined by means of formal structured communication process, defined tasks, defined accountability, and formalized procedures and practices to avoid any conflict in their relationship. (Almashaqba & Nemer Al-Qeed, 2010, p. 60) This one statement epitomizes the four functions of management. History of Management Theory In the early 1900s, Henri Fayol defined five elements (and 15 principles) of administrative management: planning, organizing, co-coordinating, commanding, and controlling (Andrews, 2004, p. 6). In the 1930s Luther Gulick modified these elements to include staffing, reporting, and budgeting. In the 1930s, James Mooney and Alan Reiley completed their own study and developed 4 principles: co-ordination, scalar, functional, and staff (Andrews). Finally, the realization came about that management needed to be more human focused, leading rather than commanding (Andrews, p. 6). Political scientist, Mary Parker Follet, urged managers to educate themselves by learning from their own experiences. She regarded managers to be the key element to integrate the parts of a business into a whole. Management functions continue to evolve through the 1970s to where the four functions contained 19 separate activities (Andrews). However, the foundation of management, even in our every changing business climate, is always the four essential functions: planning, organizing, leading and controlling. As each function stands alone, a successful manager realizes that they are all interrelated. In addition, these functions of management are also very dynamic and always changing to fit the needs of the business at hand. Planning The first function of management, planning can be defined as setting the goals and deciding ahead of time the actions that will be taken to accomplish them. According to Bateman and Snell, planning activities include analyzing current situations, anticipating the future, determining objectives, deciding in what type of activities the company will engage, choosing corporate and business strategies, and determining the resources needed to achieve the organizations goals (Bateman & Snell, 2009, p. 19). Proper planning decreased uncertainty, gives focus and direction, and ensures that the company is properly progressing towards their collective goals (Satterlee, 2009). Two forms of planning are basic and formal. Basic is determining the outcome and how to achieve it. Formal includes many steps starting with situational analysis, internal and external analysis, and ending with a SWOT analysis. SWOT analysis analyzes the internal strengths and weaknesses and the external opportunities and threats to the organization. Once the weaknesses of the organization are identified the company can them address them and turn them into strengths. The same is true of identifying the external threats to the company. If a complete analysis is not done then it can be detrimental to the company in the long run. At the inception of corporate planning the management of the company will set their mission and values. Throughout the process the company will perform benchmarking to measure their performance against their competitors. This is called strategic planning. Using a strategic plan will ensure that the company meets its goals against their competition. Operational planning is how the corporate strategy flows down within the company. The company will establish corporate policies and procedures, budgetary measures, and project management teams to ensure that the corporate goals are being met or can be adjusted to be met. The third and final type of planning is scenario planning. Scenario planning could be described as a what if plan. The company will analyze possible risks that could occur. By looking at risks they can then identify the worst case scenario and model solutions for them.

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Organizing The second function of management is organizing, which can be defined as assembling and coordinating the human, financial, physical, informational, and other resources needed to achieve the goals (Bateman & Snell, 2009, p. 20). Essentially organizing is putting the plan that was previously created into action. Managers must take the necessary steps to organize their staff to ensure that their subordinates are working towards maximizing the goals that have been set. This could include creating work teams, job fairs to bring in new workforce, and restructuring existing groups to fit the needs of the current goals (Bateman & Snell). Creating an organizational chart is one way to illustrate the structure of an organization. An organizational chart can show the formalized reporting structure of the company, management levels, and job responsibilities. There are several different types of structures: traditional, functional, divisional and a matrix organization. The traditional type of structure is the most long standing and proven type which are commonly used in organizations. The functional type is exactly as it sounds: employees are grouped by their duties; for example, marketing, operations and accounting. This type can have very clear advantages over the other types, one being that employees are able to specialize and excel in their functional group and they are allowed to have a clear direction for their career. The third type, the divisional structure, is also very self explanatory, being a corporate structure which is typified by the use of groupings based on a product or service that is provided. The final type of organizational structure is the matrix organization. In this type functional teams are grouped with a specific project. This creates a cohesive relationship between function and operations. Organizing a company properly is essential to having strong communication and a good functioning organization; both of these things enable a strong leadership (Satterlee, 2009). Controlling The third function of management is controlling. Batemen and Snell state that having the other three functions doesnt ensure goals are successfully met; the controls that are set in place make it happen. Controlling, monitors performance and implements change (Bateman & Snell, 2009, p. 20). Most companies have controls mechanisms in place based on their needs. Controls can be both internal and external. A control is both anticipatory and retrospective (Satterlee, 2009, p. 80). Internal controls are created within the company to monitor the achievement of the corporate objectives. Policies and procedures are established inside a company to guide employees towards the overall goals set by management. Additionally, internal audits are a way for companies to consistently monitor efficiency and financial results. External controls are established by bodies outside of the company. One of the most notable examples of an external control is the SarbanesOxley Act. After companies like Enron and MCI WorldCom were exposed for faulty accounting practices that were used to mislead shareholders and investors the U. S. Government stepped into create a control environment for publically traded companies. Faulty leadership and bad decision making is what led to these controls being established. Leading The final function of management is leading. Leading is the daily contact with employees, both as individuals and in their functional teams. The purpose of a leader is to guide the people under him or her, and give them the motivation to achieve both their individual goals and the goals of the organization. According to Mollie Painter-Morland, it is the leaders of an organization who are responsible for instigating and sustaining a corporate culture, which encourages employees to behave ethically (Painter-Morland 2008, 2). Leadership or the lack thereof can make or break an organization. Oftentimes leaders can be lacking in communication or interpersonal skills causing their subordinates to lose faith in them. This can bring about a failure in the meeting of the organizational goals. Communications, ethics, vision and power are just a few of the traits of a leader. It is not enough to simply manage your people, but one must lead them. Although there are many different types of leadership theories, the movement towards a more people centered leadership style is clear. As a leader having the understanding that the people are the core of a successful organization is essential. Nothing can or will be accomplished without having a cohesive team all working towards the same goals. Conclusion The functions of management may appear to be four separate functions, but they cannot function

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without one another. A manager could be an excellent planner, but if he cant figure out how to implement his plan it doesnt truly matter. If he or she cannot lead his or her subordinates and get them organized to make the plan happen, then all the other parts seem wasted. For a manager to be successful he or she has to have an understanding of how to make all 4 functions work together. The four functions are dynamic much like the business world. Managers must be able to adapt their skills to fit the ever changing climate of their workplace. Managers cannot simply be managers they must be leaders, and they must put aside their own personal agendas to focus on the overall corporate vision. They must also know how to drive their workers towards those same goals knowing that everyone is not in the flow of the big picture. A manager who excels at planning, organizing, controlling and leading can successfully guide his or her team to meeting goals on both the small scale and the grander scale. References Almashaqba, Z. S. & Nemer Al-Qeed, M. (2010). The Classical Theory of Organisation and Its Relevance. International Research Journal of Finance and Economics, 60-67. Retrieved from EBSCO Host Andrews, N. (2004, Winter). Global Business Capabilities. Business Strategy Review, 15(4), 5-10. Bateman, T. S., & Snell, S. A. (2009). Management: Leading and Collaborating in the Competitive World (8th ed.). New York: McGraw-Hill Irwin. Painter-Morland, M. (2008). Systemic Leadership and the Emergence of Ethical Responsiveness. Journal of Business Ethics, 82(2), 509-524. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=34660396&site=ehost-live Satterlee, A. (2009). Organizational Management and Leadership: A Christian Perspective. Roanoke, VA: Synergistics. back

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