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Concept of strategic leadership
Concept of strategic leadership
Importance of planning in an organization
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Management’s Four Functions
It takes training, many skills, and much knowledge to be effective as a manager in today’s business environment. Both women and men in upper level positions are finding that it takes much more than the ability to delegate responsibility to keep a small department or large company running correctly. They must be able to come up with new ideas and develop the way to achieve them before going to their superiors with any proposition. They must know how to inspire their employee’s creativity as well as monitor their progress. An effective manager must even know how to relate to people in order to keep their subordinates happy. According to Sawyer (1998), “almost every deviation or deficiency an internal auditor encounters results from the violation of some principle of management or good administration in these four areas” (¶ 3). Therefore, directly linked to the success or failure of a supervisor in any organization is her ability to implement successfully the four functions of management: planning, organizing, leading, and controlling.
Planning
Planning is important when it comes to success in the remaining supervisory functions. Bateman and Snell (2007) state planning is the function of management in which decisions are made about the actions and aims that one or all parts of an organization will follow (Chap. 1 p. 16). Without diligent and knowledgeable planning, any strengths a manager exhibits in the other areas necessary to be effective in her role as the other three functions of management, organizing, leading and controlling, rely on efficient planning. A department currently evolving and making large expansions will have gone through extensive planning in its early phases. The manager will have thoroughly analyzed her vision and come up with a detailed course of action to achieve it; knowing that she must have every aspect of the expansion outlined before she asks for approval and that her presentation to the University administration will need to show the proposed path as well as the benefits of this expansion. No matter how much or how efficient planning may be, obstacles exist that a supervisor does not expect and may not be able make contingencies for. One thing the departmental director cannot plan for is the manner in which a bureaucracy drags its feet in providing the necessary staffing to implement the proposed departments.
Organizing
The ability to organize follows planning in importance. Upon being able to plan a goal and course of action efficiently, the supervisor must make this idea come to life through organization.
Management is the ability to get a job done using appropriate processes, models and systems to achieve an objective. Managers think radically, abide by principles, rules and use experience in their respective fields to make things work. A good manager goes about the ordinary activities such a staffing, organizing, planning (Robert, 2007). The very ability of his/her colleague to discover the uniqueness in each of the subordinates, capitalize on it, harnessing the best out of them to accomplish goals clearly distinguishes such a person as great when compared to others. Great managers develop people and enthusiastically transfer acquired skills to others, work progress is constant and usually by leaps and bounds. In addition, a great manager outlines and strategizes his/her team for project plans such that there is a “buy in” on delivered commitments. In contrast, the former just transfers the required skills to subordinates; work progress is notable, vice versa of the latter. Rupert Murdoch of the News Corporation is ...
A clear vision and action plan to ensure all staff focus on the final outcome. Director will help you to identify more quickly which is tracking the needs of the group and re-evaluation of the effort. What happens if you lack a vision and plan of action? Imagine a football coach a game without a pre-defined; each player tries to coordinate the activities.
...le. Overall, the author identifies with the overall context of the article which is clearly directed towards pointing out how natural selection has provided women with the rightful capacity to become good leaders. However, this fact should not shun the idea that above women, men were expected to serve as the head of the household. This principle could be applied even in organizations today. Men have the talent to direct, however women tend to become more understanding and more reasonable at times. In this case, the work of men and women in an organization as leaders provide the best source of foundation for a better working system that employees could follow through in relation to how they complete their tasks as expected.
Women are under constant scrutiny when it comes to the organizational world of work. Looking at the start, this type of wary behavior begins at the job interview. From experience, the moment an interviewer views a person’s application they have already begun their assessment of the person. The interviewee has less than a minute after introduction to give a good initial impression. However, the traits of two applicants who are male and female vary in expectation, “women are expected to be dependable, cooperative, intuitively perceptive, and exhibit ‘soft’ skills of management. Men, on the other hand, are required to be intelligent, ...
The book addressed a central issue of male dominated leadership in the business field and suggested solutions written based on her own personal stories using research, and offering advice to help women achieve their goal. Therefore, Sandberg suggested that the most effective way is for women to find careers they love and have ambition to reach the top of a leadership structures. In addition, she mentioned the importance of marrying someone who will be supportive of a woman’s ambition, both at home and at work, and an equal partner in actualizing that vision. Therefore, she solved the issue of male dominated leadership through defining the problem, suggest strategies for improvement, and guide working women to help change the professional climate.
Managers nowadays do not actually do what a manager really should do back in the eighties. Changes that occurred in the new economy, the increasing use of technology in business, and the effects of globalisation towards business world have led management into a whole new dimension. New managers are expected to be able to manage on an international scale, act strategically, utilize technology, establish values, and of course, act responsibly as well. (Crainer, 1998) Henry Mintzberg once asked, "What do managers do?" After conducting his research based on a study of five CEOs, he concluded that managerial work involves interpersonal role, decisional role and informational role. And the fact is that, managers get things done through other people. Therefore, managers are required to possess certain skills and competencies which allow them to play these roles effectively and efficiently throughout the four functions of management. (Mintzberg, 1998)
Planning – Employees must plan the use of their time and resources. There are many ‘tools’ available to help with this from simple daily ‘To Do’ lists to more long-term Action Plans or Development Plans. (These will be explained in more detail later).
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.
Planning and organizing is another vital quality needed for managers. If manager can do effective planning he can really contribute in the long term progress and development of his organization. Proper planning helps in useful and efficient use of the existing resources of the organization. After planning if you are not able to organize the things, this can really worsen your planning.
Managing diverse groups to achieve a cohesive philosophy and consistency of performance is what is required of today’s corporate leader. Evidence shows that women and men are as adept, or as bad, as each other at responding to this challenge.
Organizing: Builds up structures, materials and human. Forecasting: Provide means, examine the future, draw up the action plans. Control: Seeing that everything occurs in conformity with established rules. Commanding: binds together and harmonizes the activity and
An organisation is a deliberate arrangement of team consisting different personal identities to accomplish some specific goals and managers are the ones who hold the responsibility of mastering and placing them together to strive for that purpose (Robbins, Bergman, Stagg, and Coulter, 2008). Robbins et al. (2008) have stated that managers are people who coordinate and oversee the work activities of others so that the goal is accomplished effectively and efficiently. Managers usually possess qualities such as having strong communication skills, flexibility, imagination, enthusiasm, problem solving skills, and of course the desire to be a great leader (Phdinmanagement.org, 2014). The structure of management conducted by a manager is often influenced by the four functions introduced by Henri Fayol (planning, organising, leading, controlling); how Henry Mintzberg’s management roles play in the organisation and also the three essentials management skills proposed by Robert L. Katz (Robbins et al., 2008).
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.
Successful business leaders have stressed that good management skills, whether in a large corporation or in a one-person business, are vital to the success of a business. Many small business people may be good at launching their venture, but weak in managing the development and later stages of the business. DIFFERENCES AND SIMILARITIES BETWEEN A MANAGER AND A LEADER Leadership is just one of the many assets a successful manager must possess. Care must be taken in distinguishing between the two concepts. The main aim of a manager is to maximise the output of the organisation through administrative implementation.
Carrefour planning makes a manager realize what he actually wants to achieve. He cannot direct his subordinates to the right direction if proper planning is not made. A manager cannot be confident, clear and concise enough on how to achieve their goals without having a well-defined plan. Planning will help him realize whether his course of action for achieving goals is right or not.