MANAGEMENT FUNCTIONS
According to the functions approach, managers perform certain activities or duties as they efficiently and effectively coordinate the work of others. What are the3se activities or functions? In the early part of the twentieth century, a French industrialist named Henri Fayol first proposed that all managers perform five functions: planning, organizing, commanding, coordinating and controlling. In the mid-1950s, a management textbook first used the functions of planning, organizing, staffing, directing and controlling as a framework. Today, most management textbooks (and this one is no exception) still continue to be organized around the management functions, although they have been condensed to four basic very important ones: planning, organizing, leading, and controlling. Let's briefly define what each of these management functions encompasses.
If you have no particular destination in mend, then you can take any road. However, if you have some place in particular you want to go, you have got to plan the best way to get there. Because organizations exist to achieve some particular purpose, some one must clearly define that purpose and the means for its achievement. Management is that some one. Managers performing the planning function define goals, establish strategies for achieving those goals, and develop plans to integrate and coordinate activities.
Managers are also responsible for arranging work to accomplish the organization's goals. We call this function organizing. When managers organize, they determine what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.
Every organization includes people, and a manager's job is to work with and through people to accomplish organizational foals. This is the leading function. Where managers motivate subordinates, influence individuals or teams as they work, select the most effective communication channel, or deal in any way with employee behavior issues, they are leading.
The final management function is controlling. After the goals are set (planning), the plans formulated (planing), the structural arrangements determined (organizing), and the people hired, trained, and motivated (leading), there has to be some evaluation of whether things are going as planned. To ensure that work is going as it should, managers must monitor and evaluate performance. Actual performance must be compared with the previously set goals. If there are any significant deviations, it's management's job to get work performance back on track. This process of monitoring, comparing, and correction is what we mean by the controlling function.
Just how well does the functions approach describe what managers do? Do managers always plan, organize, lead, and then control? In reality, what manager does may not always happen in this logical and sequential order. But that does not negate the importance of the basic functions that managers perform. Regardless of the "order" in which the functions are performed, the fact is that managers do plan, organize ,lead and control as they manage.
The continued popularity of the functional approach to describe what managers do is a tribute to its clarity and simplicity. But some have argued that this approach is not appropriate or relevant. So let's look at another perspective.
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SIMILARITIES BETWEEN PUBLIC SPEAKING AND CONVERSATION
CULTURAL DIVERSITY IN THE MODERN WORLD
WHAT IS HUMAN RESOURCE MANAGEMENT?
THE GLOBAL COMMUNICATION
CULTURAL DIVERSITY AND PUBLIC SPEAKING
HOW TO SPEAK TO PUBLIC
FREE SOLUTION OF BUSINESS COMMUNICATION
THE BESIC FUNCTIONS OF MASS COMMUNICATION
DIFFERENCES BETWEEN PUBLIC SPEAKING AND CONVERSATION
THE VISUAL AIDS
TOOLS OF INTERNATIONAL COMMUNICATION
WHAT IS MASS COMMUNICATION
PERSIAN AND GREEK INFLUENCE
THE ROLE OF COMMUNICATION
THE GREAT INDIAN MUSIC
RAISE OF CLASSIC MUSIC: RAGAS
THE SPEECH COMMUNICATION PROCESS
GUIDELINES FOR IMPROVING GOOD VOICE QUALITY
PUBLIC SPEAKING AND CRITICAL THINKING
POST INDUS MUSIC
APPLYING THE POWER OF PUBLIC SPEAKING
If you have no particular destination in mend, then you can take any road. However, if you have some place in particular you want to go, you have got to plan the best way to get there. Because organizations exist to achieve some particular purpose, some one must clearly define that purpose and the means for its achievement. Management is that some one. Managers performing the planning function define goals, establish strategies for achieving those goals, and develop plans to integrate and coordinate activities.
Managers are also responsible for arranging work to accomplish the organization's goals. We call this function organizing. When managers organize, they determine what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.
Every organization includes people, and a manager's job is to work with and through people to accomplish organizational foals. This is the leading function. Where managers motivate subordinates, influence individuals or teams as they work, select the most effective communication channel, or deal in any way with employee behavior issues, they are leading.
The final management function is controlling. After the goals are set (planning), the plans formulated (planing), the structural arrangements determined (organizing), and the people hired, trained, and motivated (leading), there has to be some evaluation of whether things are going as planned. To ensure that work is going as it should, managers must monitor and evaluate performance. Actual performance must be compared with the previously set goals. If there are any significant deviations, it's management's job to get work performance back on track. This process of monitoring, comparing, and correction is what we mean by the controlling function.
Just how well does the functions approach describe what managers do? Do managers always plan, organize, lead, and then control? In reality, what manager does may not always happen in this logical and sequential order. But that does not negate the importance of the basic functions that managers perform. Regardless of the "order" in which the functions are performed, the fact is that managers do plan, organize ,lead and control as they manage.
The continued popularity of the functional approach to describe what managers do is a tribute to its clarity and simplicity. But some have argued that this approach is not appropriate or relevant. So let's look at another perspective.
HERE ARE MORE SITES ABOUT BUSINESS, MANAGEMENT, MASS COMMUNICATION, AND MORE AND MORE:-
SIMILARITIES BETWEEN PUBLIC SPEAKING AND CONVERSATION
CULTURAL DIVERSITY IN THE MODERN WORLD
WHAT IS HUMAN RESOURCE MANAGEMENT?
THE GLOBAL COMMUNICATION
CULTURAL DIVERSITY AND PUBLIC SPEAKING
HOW TO SPEAK TO PUBLIC
FREE SOLUTION OF BUSINESS COMMUNICATION
THE BESIC FUNCTIONS OF MASS COMMUNICATION
DIFFERENCES BETWEEN PUBLIC SPEAKING AND CONVERSATION
THE VISUAL AIDS
TOOLS OF INTERNATIONAL COMMUNICATION
WHAT IS MASS COMMUNICATION
PERSIAN AND GREEK INFLUENCE
THE ROLE OF COMMUNICATION
THE GREAT INDIAN MUSIC
RAISE OF CLASSIC MUSIC: RAGAS
THE SPEECH COMMUNICATION PROCESS
GUIDELINES FOR IMPROVING GOOD VOICE QUALITY
PUBLIC SPEAKING AND CRITICAL THINKING
POST INDUS MUSIC
APPLYING THE POWER OF PUBLIC SPEAKING