The Four Functions of Management
Management is the utilization of organizational resources, combined with people working together to achieve an organizational objective. In order to accomplish a united goal effectively, managers should use the four functions of management, which are: planning, organizing, leading, and controlling. The Marine Corps is a large organization that uses these traditional methods of management to conduct business at every section level. This paper will describe the four functions of management and how they are utilized by the Marine Corps Air Station (MCAS) Camp Futenma, Marine Tactical Air Control Squadron 18 (MTACS- 18).
Planning
Planning is the first step in achieving organizational goals. Planning includes: forecasting setbacks and opportunities; developing timetables and courses of action, analyzing costs, and setting an overall objective (Creswell, 1988). According to Anderson and Pulich (2002), planning starts after the highest level of management has announced its goals for the organization, followed by lower levels incorporating their section's objectives, to achieve the overall goal. The planning process requires the cohesion of each individual section.
For example, every year MTACS-18 joins other units from MCAS Futenma, to participate in an exercise in Pohang, Korea. The overall objective of MTACS-18 during this operation is to set up aviation command and control through the Tactical Air Command Center (TACC), in support of the Marine Air-Ground Task Force. In order to support the TACC, each section of MTACS must make a plan.
The Four Functions 3
S-6 is comprised of the people who work in the TACC. Their objective is to monitor air traffic as smoothly and efficiently as...
... middle of paper ...
...n create a well designed and organized plan, strengthen their leadership skills, and monitor their organizations performance. In the end, their organization will successfully reach their overall objective.
The Four Functions 6
References
Anderson, P. & Pulich, M. (2002). Manageral competencies necessary in today's dynamic health care environment. Health Care Manager, 21(2), 1-11. Retrieved Novermber 5, 2007, from Business Source Complete database.
Bateman, T.S. & Snell, S.A. (2007). Management: The new competitive landscape (7th ed.). McGraw-Hill/Irwin. New York, NY. Retrieved November 5, 2007 from University of Phoenix, Resource, GEN330- Management: Theory, Practice, and Application Course Web site.
Creswell, T.J. (1988). Safety and the management function. Occupational Hazards, 50(12), 31. Retrieved November 5, 2007, from ProQuest database.
Mission command is the commander's use of authority and direction to empower adaptive leaders in the conduct of unified land operations. It helps subordinates exercise disciplined initiative when operating within their commander’s intent. To facilitate effective mission command, commanders must accomplish four consecutive stages of the operations process. They must thoroughly understand the problem, visualize a solution that achieves a desired end state, and then accurately describe this visualization in order to direct the organization. Commanders continually lead and assess their organizations and provide input and influence to their subordinates and staff.
The TC 3.04.7 (Army Aviation Maintenance) outlines the P4T3 process and it can be integrated into a battalion maintenance program. Conducting a P4T3 analysis in a garrison environment will ensure the proper plan; equipment and people are in place to successfully complete the unit’s mission while deployed.
LM06, Strategic Planning Student Guide. (2013). Maxwell-Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC).
Once an organization develops a mission statement, the next step in strategic planning is to align the company’s goals. The goals for a business should reflect the vision and mission of an organization, as well as assist in achieving the overall purpose of the company. Establishing organizational goals promotes the business’ mission and specifies the focus in which staff members should implement in day to day operations.
U.S. Joint Chiefs of Staff, Joint Operations, Joint Publication 3-0 (Washington, DC: U.S. Joint Chiefs of Staff, 11 August 2007), pg III-35
Sir, I am honored by the privilege to once again serve in 4th Armored Brigade Combat Team (ABCT). Over of the last 30 days, I had an opportunity to reconnect, and reflect on the current state of the Brigade. The 4th ABCT has a rich history of success and glory. It is my goal to put in place the systems and practices for this great organization to exceed all past and present accomplishments. As a result of my assessment, I identified three areas of focus that will improve our organization: a unit vision, a change in organizational culture and climate, and building organizational teams. I have no doubt that with the implementation of these three areas of focus, I will be the transformational leader that 4th ABCT needs as we prepare for the upcoming National Training Center (NTC) rotation and tackle the task of the Regionally Aligned Forces (RAF) mission.
TSC Ansbach. Training Support. ATCO: Mr. Lafuente-Masso. The TSC supported 43 Fly simulators, training events, including ten live-fire ranges, 11 non-firing training events and ESTII Simulation training for 552 US Soldiers, 25 Host Nation Soldiers and 35 police department emergency services. The units condcuted Parnership event with host nation Soldiers, Warrior Leaders training, and Tactical operation in Urban Environment simulation training. The TSC also coordinated for Host Nation and US forces Weapons Qualifications, training event to be conducted at the oberdqachstetten Range complex from 5 until 8 Septemeber 17, for 1-501st ARB LTC, Crotzer, Battalion Commander.
Among the numerous findings of the report was the fact that the US Military lacked the specialized aircraft and air crewman to successfully perform these precarious types of missions. The Holloway Commission also identified the fact that there was no unified command structure, which breached the principle of unity of command. There were separate commanders for site security, ground force, landing support, C-130’s and the helicopter force (Pushies, 2005). Moreover, there was also contention over the replacement of Navy pilots with their Marine counterparts, who were more skilled in over land assault operations, but not night flying. Furthermore, questions were raised regarding the fact that there were over 100 qualified Air Force pilots that could have been chosen but were not. All of these aforementioned concerns would bring about a shift in strategy and pave the way for the creation of the 160th Special Operations Aviation Regiment, or S.O.A.R as we know them today. This concept would be tested while planning and training for the
The exercise of authority and direction by the commander using mission orders is the Army’s book definition of mission command (ADRP 6-0, 2012). This theory empowers subordinate leaders with the ability to exercise disciplined initiative to execute unified land operations. The philosophy of the term fosters an environment of mutual trust and encourages a staff and subordinates to accept prudent risk, so that delays in communication do not hinder the ability to seize opportunities. The warfighting functional aspect of mission command deals specifically with systems and tasks that enable a commander to balance command and control of other warfighting capabilities. This is important because commanders and their staff seek to
A form of guidance in necessary to illustrate the direction that an organization, community, or society desires to move toward, therefore the approach of leadership becomes very important. In order to strive, define and achieve goals leadership inspires a sense of purpose and passion to the effort that the association undertakes (Russell Consulting, Inc., 2011). If a solid foundation of leadership is not applied the objectives, goals, customer service, quality, and, productivity will be lost and result in inadequacy for the corporation. An effective organization relies on leadership to serve and to communicate goals, strategies, organize, and motivate others to arrive at a collaborative result (Understanding Society, 2008). Challenges being faced include cultivating strength in leadership, building team environments to accomplish goals, having clear mission, vision, and values, and reducing employee turnover while improving workforce morale (The Ken Blanchard Companies, 2011).
“The team is faced with creating cohesion and unity, differentiating roles, identifying expectations for members, and enhancing commitment. Providing supportive feedback and fostering commitment to a vision are needed from the team leaders (Developing Management Skills).” ... ... middle of paper ... ...
Mission Command is the exercise of authority and direction by the commander using mission orders to enable disciplined initiative within the commander’s intent to empower agile and adaptive leaders in the conduct of unified land operations (Department of the Army, 2014, p. 02). Today’s Army requires that leaders be more adaptive, disciplined and empowered due to the ever-changing battlefields that we are encountering in today’s world. In order to successfully conduct unified land operations, Non Commissioned Officers need to know how to successfully help their Commanders
US, Army Training and Doctrine Command. (2008). Field Manual 3-11.21: MULTISERVICE TACTICS, TECHNIQUES AND PROCEDURES FOR CHEMICAL, BIOLOGICAL, RADIOLOGICAL, AND NUCLEAR, CONSEQUENCE MANAGEMENT. Fort Monroe, Virginia: US, Army Training and Doctrine Command.
The most effective commanders through their leadership build cohesive teams. Mutual trust, shared understanding, and accepting prudent risk serve as just a few principles for mission command. Mutual trust is the foundation of any successful professional relationship that a commander shares with his staff and subordinates. The shared understanding of an operational environment functions, as the basis for the commander to effectively accomplish the mission. While my advice for the commander on what prudent risks to take may create more opportunities rather than accepting defeat. Incorporating the principles of mission command by building cohesive teams through mutual trust, fostering an environment of shared understanding, and accepting prudent risk will make me an effective adviser to the commander, aid the staff during the operations process, and provide an example for Soldiers to emulate.
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.