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Why managers are important to an organization
Functions of management and their importance
Function of management
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Abstract
For a company to be successful management must be efficient and effective. This is dependent on the concepts management uses. Four basic management concepts are used in most companies to help accomplish the goals and objectives within the organization. Despite the implementation of solid management concepts, mistakes are made. Management must strive to learn from mistakes made, concentrating on improving management skills.
Functions of Management
Many forms of management exist such as management of resources, management of people, management of time, management of large groups, and management of small groups. This author is employed in a large organization in which many levels of management exists beginning with Territory Managers, who manage a given geographic area, then middle management in which individuals manage other individuals. The final level of management is the ‘upper crust’ of management, the Chief Financial Officer, Vice Presidents, Senior Vice Presidents, and the President. The key to any form of management is to establish goals and objectives to manage effectively and efficiently.
How does one manage effectively and efficiently? Four main functions provide the fundamentals of management. These four functions are: planning, organizing, leading, and controlling (Bateman & Snell, 2009). The base of any management program is planning. Planning is the process in which goals and objectives are determined. This can be as simple as deciding what needs to be accomplished in the coming week to what the company hopes to accomplish in the next five years. This author’s employer uses Performance Workbooks as a form of planning. Each employee, from the bottom all the way to the top, are expected to complete a Per...
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...dual all the way through the individual’s firing. The firing resulted in a lawsuit in which the employee was awarded approximately $100 million in recompense (Knight Ridder/Tribune Business News, 1998). Learning from such mistakes is crucial in the growth of a manager’s abilities. One must be able to learn and adjust to fine tune individual management talents.
References
Bateman, T. S., & Snell, S. A. (2009). Management: Leading and collaborating in the competitive world (8th ed.). New York: McGraw-Hill/Irwin.
Erven, B. (2008). The five functions of management. Department of Agricultural Economics Ohio State University Extension. Retrieved October 17, 2008, from http://ohioline.osu.edu
Knight Ridder/Tribune Business News. (1998). Disney chairman’s autobiography reveals details of management mishaps. Retrieved October 17, 2008, from http://www.accessmylibrary.com
Robbins, S. P., & Coulter. M. (2014). Management (12th ed.). Retrieved from: Colorado Technical University eBook Collection database.
Robbins, S., Decenzo, D., & Coulter, M. (2013). Fundamentals of management. Upper Saddle River, NJ: Pearson Education, Inc.
[1] Information was mainly taken from the Harvard Business Case Study “The Walt Disney Company: The Entertainment King”
Performance management aims to manage and improve individual performance with a vision to improving performance across the entire business. [Walter. M, 1995] defines performance management as the process of ‘Directing and supporting employees to work as effectively and efficiently as possible in line with the needs of the organisation’. It is very important to direct and support employees to work efficiently, and this can only be successful if a well-structured performance management system is put in place. But, nonetheless some organisations don’t get it
This case provides a brief history of management conflict and change at Walt Disney Company. Former CEO Michael Eisner was considered to be controversial because of his abrasive style and tendencies toward micromanagement. It was this style that strained several important relationships to the Disney Company. Though his reign as CEO during the 80’s and 90’s helped advance Disney Company, it was his conflicting management style that led to his demise and the beginning of Robert Iger’s epoch at Disney. Since Iger has taken the helm as CEO Disney was ranked 67th in the Fortune 500 list for largest companies, it has become the largest media conglomerate in the world, and relationships and disputes stemming from Eisner have been reconciled.
Robbins, S. P., & Coulter, M. (2009). Management (10th ed.). Upper Saddle River, NJ: Pearson
Perrin, C. (2010). LEADER VS. MANAGER: WHAT'S THE DISTINCTION? The Catalyst, 39(2), 6-8. Retrieved from http://search.proquest.com/docview/610477001?accountid=12085Stevenson, W. J., (2012), Operations Management (11th ed). New York, N.Y.: McGraw-Hill.
Jones, G. R., & George, J. M. (2011). Contemporary management. (7 ed.). New York, NY: McGraw-Hill.
Bacal, Robert. Manager's Guide to Performance Management. 2nd ed. Vol. 1. New York: McGraw-Hill, 2012. Print.
In today’s corporate world a manager to be affective must be able to incorporate the four functions of management (planning, organizing, leading, and controlling) into his or her management techniques. Managers who fail to implement the four functions have a greater chance of being unsuccessful in accomplishing the primary outcome for the project or task. Thus, generating an inferior product.
Over the past hundred years management has continuously been evolving. There have been a wide range of approaches in how to deal with management or better yet how to improve management functions in our ever changing environment. From as early as 1100 B.C managers have been struggling with the same issues and problems that manager’s face today. Modern managers use many of the practices, principles, and techniques developed from earlier concepts and experiences.
Robbins, S.P., & Coulter, M. (2009). Management (10th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
Usually Managers have the role to manage the company’s performance; therefore they must be trained professionally in the field of administration management, Project Evaluation and Maintenance management. The must also be well versed with the adhering to the objectives of performance management in a given company or a business organization. On the other hand, employees of the same organization must be sure and certain of their duties and roles. Certainly, they will work with an aim and focus to achieve specified goals of the company. An organization with suitable management acquires many professionals with appropriate skills and knowledge. On acquisition, the firm will have expectations towards achieving high standards performance across systems management. Such professionals will always work at the best interest of the company, with skill and care and they will go ...
Over recent years companies have become less dependent on paper and more dependent on technology. Take American Honda Motors for example; the Davenport Parts facility recently converted computer systems to more efficiently manage its inventory. Prior to its new system months of preparation was needed in order to ensure a smooth change over. Without the four basic functions of management all working together success would not have been possible.
Performance management is a continuous process that creates a working culture to encourage employees to improve their work performance and reach their full potential during their stay of employment. Performance Management also provides strategic direction, develop competency in employees and instill organization value. This paper will identify methods and affects that performance management plan has on the organization and their employees.