The four functions of management
Executing the goals of an organization is the main responsibility of a manager, and their tasks can be broken down into four basic functions; planning, organizing, leading and controlling. While all managers at every level of a company perform these tasks, the amount of time spent on each is dependant upon the level of management and the specifics of the organization. Top level managers, such as company presidents, vice presidents, chief executive officers, and chief operating officers are responsible for the overall management of an organization. It is also necessary for them to “…focus on long-term issues and emphasize the survival, growth, and overall effectiveness of the organization” (Bateman & Snell, 2007). Middle level managers are the bridge between upper and lower level management. They take the goals of the upper management and break into specific objectives and activities (Bateman & Snell). Finally, frontline managers, also known as operational managers, perform the day to day activities and traditionally are the link between management and their employees.
My organization was a corporately held entity that consisted of vice-presidents, area directors, general managers, and managers. I would identify upper management to include the area director and VP, while my direct superior was the general manager (middle management). In my role as the banquet and office manager I had more interaction with the day to day activities (frontline manager).
Planning
Identifying goals, and mapping out the best route to achieve the desired results encompasses the main idea of planning. Plans set an organization up for success, and can include analytics, forecasting, goal setting, strategizing, ...
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...out there are many times that glitches are found in the way it is made. Once the employee and manager observe that a product or process does not work as intended, they can send the feedback up the line. This process starts at the frontline manager and works its way up. Once the problem has been identified, recommendations for adjustments can be made, and approved by upper management.
Conclusion
The roles performed by a manager differ by the day or even by the hour. A manager needs to wear many a hat, and sometime simultaneously. Understanding and applying the principals of management allow a manager to plan, organize, lead and control. These principals make for a successful individual, and corporation.
References
Bateman, T. S., & Snell, S. A. (2007). Management: Leading and Collaborating in a Competitive World. New York: The McGraw-Hill Company, Inc.
Managers have a multitude of formal responsibilities and are accountable for the actions of their employees. Managers must lead and direct an organization through manipulation and deployment of an organization?s resources. People in a management position are expected to carry out specific functions, jobs, and responsibilities; they must influence people, manipulate the environment, money, and time to achieve
Management is the basis of how any given organization operates and how each activity preformed is organized that makes each day possible and profitable for the overall good of the company. Power and responsibility levels are ranked amongst each individuals own skill set, education, and experience level in an organization. Management has many levels depending on each individual company and its size. This can consist of several people answering to one main head of operations, or thousands upon thousands answering to several different tiers of management (Bauer & Erdogan, 2012).
The duty of a manager is planning, organizing, controlling, and leading. Managers also sport a multiplicity of hat as well as the figurehead duty, all executive exploit various time performing sacrament tasks; the principal role, all executive be re...
Rudhumbu (2015) citing Madden (2013) stated that using the positional context, middle managers are defined as people occupying a position at the intermediary level of the organisation, a position that is two or three levels from top managers and one level above front-line managers, i.e., a position that enables them to supervise supervisors and are also in turn to be supervised by others.
Managers are responsible for setting goal and objectives for their staff .And the setting objectives managers must work with team .Managers ensure that the team objectives are met when the objective individual and specific to team .They can easily focus their target, improving and increasing customer satisfaction.
Bateman, T.S., & Snell, S.A. (2011).Management: Leading and collaborating in a competitive world (9thed). New York, NY: McGraw-Hill Irwin.
Leadership and management are vital to the success of any organization. Leadership is necessary for the vision and inception while management is necessary for the operation and maintenance of the organization (Bruno, 2009). While leadership is a process involving influence to help a group of individuals to accomplish a common goal, management is more of a reaction to a need for organization, consistency, or correcting problems that is task-oriented and involves the use of authority (Ricketts, 2009). Management is sometimes a necessary component of leadership, particularly when problems arise in relationships, action must be taken to gain supporters and bring change about, or to create balance between the desires of organization members and the good of the organization (Plachy, 2009). Effective leaders realize possibilities and the need for change, motivate and inspire others, build trust, listen to others, design responsibilities to engage others’ values and abilities (Maccoby, 2000). Effective managers put systems in place to ensure smooth operation of the organization, take corrective actions, develop a hierarchy of authority, develop expectations, prepare and follow through on reshaping, and refine operations (Bruno, 2009).
...ity of purpose and direction for an organization. We create and maintain the internal environment in which people can become fully involved in achieving the organization's objectives. Managers are responsible for changing behaviors. Which is probably the most critical area in the organizational life cycle. Finally, managers empower and involve people to achieve the organization's objective. (Lester, Parnell, & Carraher, 2003)
They do not all have the same capacity some bring their "A" game while others perform at a level that provides consistency for the company. As much as employees need to be invested in and valued, so don 't middle managers. There needs to be reward systems in place that values all skill set levels because not everyone aspires to be the next owner of the company. To feel valued it 's important that mid-level managers are included in the strategic vision for the company. They should be included in the change process and asked for their input. A level middle management that sometimes can be overlooked are those that have been in the same position for a long time. These employees can play a pivotal role in significant change and should be valued for their longevity and knowledge. Another key element is to create a succession plan, who are the next manager, change agents, leaders; the day you assume a new role is the same day a successor should be being developed. If ABC wants to create a culture of accountability all levels of the company should hold each other accountable. Middle managers are no different if the seniors are not walking the talk; they should speak up and tell them
...level management. The heads of the various departmental heads receive orders and instruction from the top level management or managers and pass it to the low level management. These managers supervise, direct and control the activities of foremen, inspectors and supervisors. They study and examine the received reports of actual performance from their low level managers. Middle level managers act as the middle man, they help in removing misunderstanding and create cordial relationship among the levels of management. Low level management is the line between middle level management and workers. These manages are directly involved with the workers. They are also help building image of the enterprise before workers and creating the sense of belongingness among them towards the enterprise. Managers of this level are directly related with the routine functions of the firm.
"In everyday language usage, management refers to the people in organizations who manage, and to the activities they perform." (Fulop, Frith, Hayward 1992 p. 187) To be more specific, management is the process of organizing work activities with and through people to ensure the activities are completed efficiently and effectively (Robbins, Bergman, Stagg, Coulter 2006, p. 9). Through management, the goals of the organization or business are to be achieved. Henri Fayol, one of the most influential contributors to modern concepts of management, proposed that there are five primary functions for management, which consist of planning, organizing, commanding, coordinating and controlling. Nonetheless, the functions of commanding and coordinating have metamorphosed into leading (Crainer 2003).
In organizations, there are typically three levels of management; there is top-level, middle-level, and first-level. This is referred to as management hierarchy. All levels of management are responsible for planning, organizing, directing, and controlling in the work place. Additionally, there are differences across the management levels as to what types of management tasks each does and the roles that they take in their jobs. Top-level managers consist of the board of directors, president, vice-president, CEO, and other similar positions. They are responsible for planning and directing the entire operation of the organization (“The role of management,” 2014). Top-level managers do not direct day to day activities; however they are responsible for setting goals for the organization and directing the company to achieve them. Top-level managers often have a great deal of management experience. Every part of what lower level managers and subordinates do generally come from top-level managers. It is the lower levels of management responsibility to implement these standards to the subordinates. Every decision made by top-level management has an effect on the organization and other members within the organization (“The role of management,” 2014). One wrong decision can cause a lasting effect over an organization. That is why those in top-level management positions gave a wealth of knowledge and experience. Without top-level management companies would lack a great deal or structure and
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.
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.
Classifying the authority - Once the departments are made, the manager likes to classify the powers and its extent to the managers. This activity of giving a rank in order to the managerial positions is called hierarchy. The top management is into formulation of policies, the middle level management into departmental supervision and lower level management into supervision of foremen. The clarification of authority help in bringing efficiency in the running of a concern. This helps in achieving efficiency in the running of a concern. This helps in avoiding wastage of time, money, effort, in avoidance of duplication or overlapping of efforts and this helps in bringing smoothness in a concern’s