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The five functions of management
Impact of change in the organisation
The five functions of management
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Throughout Management for Organizations, we have learned about the five functions of management, which are planning, leading, organizing, staffing and controlling (Dr. Michael Reilly, 2011). I currently work for Ashford University in their Finance department as an Accounts Receivable Specialist. Throughout this course, I have been looking at each function, as we have learned about it, and compared it to what is currently happening within Ashford University; because of this I have been better able to understand why Ashford University has made, and continues to make certain decisions. This paper will cover how Ashford University’s management team uses these five functions of management, and determine if there is room for improvement to be made within these functions. .
We will first start by looking at the planning aspect of management. Our book indicates that planning is the process of setting goals for the company, by looking at both internal and external environments, deciding which goals are the most important and need to be accomplished now, deciding what the company’s strategy will be to reach said goals, and allotting the resources needed to pursue these goals (Dr. Michael Reilly, 2011).
I have been employed with Ashford University since 2011 and therefore, I have seen their planning process change a couple of times over the years. Their mission statement shows where their main focus is, “To provide accessible, affordable, innovative, high-quality learning opportunities and degree programs that meet the diverse needs of individuals pursuing integrity in their lives, professions, and communities” (Ashford, unknown). You can see through the degrees that are offered and the technology used by Ashford University that...
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Dr. Michael Reilly, D. C. (2011). The Five Functions of Effective Management. San Diego: Bridgepoint Education, Inc. .
Koontz, H. W. (2008, unknown unknown). Major Principles or Guides for the Managerial Functions of Planning, Organizing, Staffing Leading and Controlling. Retrieved from USFCA.Edu: www.usfca.edu/fac-staff/weihrichh/PrinciplesOfMgt12.13e3...
Merchant, K. A. (1982, July 15). The Control Function of Management. Retrieved from MITSloan Management Review: http://sloanreview.mit.edu/article/the-control-function-of-management/
SBA.gov. (unknown, unknown unknown). Organization & Management. Retrieved from U.S. Small Business Administration : http://www.sba.gov/content/organization-management
Weich, H. (1980, unknown unknown). The Management of Human Resources. Retrieved from USF.USFCA.EDU: usf.usfca.edu/fac_staff/weihrichh/docs/mgmt_hr.pdf
Kinicki, Angelo, and Brian K. Williams. Management: A Practical Introduction. New York: McGraw-Hill Education, 2013. Print.
Carpenter, M., Bauer, T., Erodogan, B., & Short, J. (2013). Principles of management. (2nd ed.).
Davis, Kevin. "Management Skills - Introduction - Instructor's Statement to Participants." Fsu.edu. Florida State University, n.d. Web. 18 Mar. 2014.
Robbins, S. P., & Coulter, M. (2009). Management (10th ed.). Upper Saddle River, NJ: Pearson
Planning aims to reduce uncertainty. It does this by forcing managers to look ahead, anticipate change, consider the impact of change and develop appropriate responses. (Robbins 2012) Through attempted monitoring of conditions in a changing environment, one is able to respond quicker to new information and new circumstances, thereby becoming more flexible. In addition, having the environment under constant observation enables managers to analyse how the organisation will differentiate itself from its competitors, therefore facilitating more chan...
Robbins, S., Decenzo, D., & Coulter, M. (2013). Fundamentals of management. Upper Saddle River, NJ: Pearson Education, Inc.
Robbins, S, DeCenzo, D, Coulter, M & Woods, M 2011, Management: The Essentials, Pearson Australia, NSW, Australia, 1st Edition
“Planning: is specifying the goals to be achieved and deciding in advance the appropriate actions needed to achieve those goals” (Bateman & Snell, 2004, p. 16).
The first function of management is planning. Planning is a process that managers use to identify and involve goal setting and decide the best way to achieve the goal.(Bartol 2007) Planning connect the gap between where we do, where we intend to go. It predict the possible things to happen which would not otherwise happen (MSG 2012). There are several steps to the planning process, which are determine the goals of the organisation, evaluate the current position, consider possible future conditions, identify possible alternative actions and choose the best. Planning is the criteria thinking through goals and making decision to achieve the goal of the organisation’s objective, which requires a systematic way. Also objectives focus the managers how to achieve the final result as managers have to predict anything will happen, avoid the problem and fight back to competitors. An example of planning, which is the President Canon Inc Tsuneji Uchida and lead Canon Company become the no.1 in the global business (Canon.Inc 2011). Tsuneji Uchida has to understand what is the company objective and goal. First, make decision to protect the position and the aim of canon, improve the operation more diversity. Second, he creates the new design of camera and new technology, he plan to do these things to maximise profit.
However, some influential management authors believe that the classical management functions need to be update. Williams (2005, p. 7) updated the management functions and came out with four functions: making things happen; meeting the competition; organizing people, projects and process; and leading. To make things happen, it is essential to determine goals, planning ways to attain the goals, gathering and managing needed information to make superior decisions and also controlling performance to enable corrective action to take place if performance worsens. This function actually combined Fayol’s idea of planning and controlling. The thought of determining things to accomplish and developing plans to achieve goals is similar to function of planning suggested by Fayol, which is to define goals, establish strategy and develop plans to implement the strategy in order to reach the goals. Besides, Williams mentioned about controlling performance and corrective action, which is corresponding to Fayol’s classical management functions of controlling. Controlling, according to Fayol, involves observing organization performance and take action if necessary to ensure that goals are to be achieved. Nevertheless, the action of gathering and managing needed information to enable good decisions to be made is not stated in classical management functions. Based on the updated functions, organizing people, projects and processes included consideration of people issues and work processes. At the same time, Fayol mentioned organizing, which is the management process of determining best way to arrange organization’s resources and activities. They actually have the same meaning where both are about locating organization’s resources, which are the employees and also the work processes or activities. The Learning Company, a company that develops and markets games and software, was purchased by toy company Mattel. It was experiencing loss after three years of the purchase because each department in the company works independently and do not share resources.
Robbins, S.P., & Coulter, M. (2009). Management (10th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
"There seems to be overall agreement that effective managers must be effective in conceptual, interpersonal, technical, and political skills."(Robbins&Decenzo, 2003).
Managers at all levels of the organizational hierarchy must engage in planning. Planning involves setting goals and defining the actions necessary to achieve those goals. In planning the top-level manager establishes the overall goals and strategies for the organization. While on the other hand the other managers in the hierarchy develop operational plans for their work groups, which has a responsibility to help the organization. All the managers must develop goals that are supportive in the over all strategy of the organization.
As Schermerhorn states in Management planning, organizing, leading, and controlling are the tools needed by managers to accomplish performance goals. It is crucial that managers be able to recognize and act upon problems or opportunities as they arise. Planning is perhaps the cornerstone of the four processes. All good processes were at some point given great detail so as to anticipate possible problems and solutions to those problems. When the Honda Motor Company decided it needed to refine its inventory they didn't just jump at the first idea that was proposed; they first set their objectives and discussed ways to meet those objectives. After giving careful consideration to processes and the streamlining of those processes human error rose as the top need for change. Sounds simple you might respond; in reality it is much more complicated.
Other than that, Mintzberg also cannot fully deny the existence of organising function in management. Most theorists have acknowledged the importance of organising and defined it as a crucial element when come to managing an organisation. Among the 10 roles of Mintzberg’s suggestions, Leader and Resource Allocator are the most solid evidences that Mintzberg also agreed Fayol’s organising