Functions of Management

Functions of Management

Andrew van Hemert

University of Phoenix

MGT/330

March 3, 2008

Functions of Management

There are four functions of management. There is Planning, Organizing, Leading, and controlling. Management is a living breathing element of a team, group, or business. Good management needs to be able to adapt to the changes that affect the four functions of management and be able to produce the most effective means to being efficient as possible.

Planning

Planning is the management function of setting the direction and systematically making decisions about the goals and tasks that an individual, group, team, or organization will achieve. Planning is the formal expression on management’s intent. (McNamara, 2008).

A plan defines the execution of strategic goals, methods, and resources needed to carry out the plan. (McNamara, 2008). In order to understand the plan we have to know and understand the strategy of the business. Strategy is the long term plan of action designed to achieve a particular goal. Strategy planning defines the tactical and operational planning of an organization. “To be fully effective, the organization's strategic, tactical, and operational goals and plans must be aligned—that is, they must be consistent, mutually supportive, and focused on achieving the common purpose and direction.” (Thomas S. Bateman, Scott A. Snell, 2007, p.18).

The basic planning process is a decision process which is similar to the decision making process. With planning there is the situational analysis where the goal, issue, or task is identified or conceived. Then the decision is made as to the appropriate action to accomplish the goals or task. After the goals are established the best appropriate plan is selected after analyzing the situation and anticipating the future of how the goal will succeed. Implementation, monitor, and control are the next steps for both planning and decision making. (Thomas S. Bateman, Scott A. Snell, 2007).

Organizing

Organizing is the management function of putting together groups of people, equipment, economics, logistics, and information collected and configured in order to execute the plan in a highly effective and efficient fashion. These elements of organization are used to complete and achieve the organizations goals. Organizing involves a broad set of activities that requires a wide variety of topics. They may include organizing yourself, a task, a job, or organizing various types of people or groups. The implementation of organization charts, division of labor, and integration, is the process by which there is coordination among the groups or people. Organizing can be seen as the resource activities collected, implemented, and configured in order to successfully execute the organization’s plans. It is the bridge that groups the resources together. Organization is integration that involves collaboration and communication among the teams or people in the organization. Integration is important so that the overall organizations of the business’ goals are achieved. (Thomas S. Bateman, Scott A. Snell, 2007).

Leading

Leading is a management function that carries out goals in such an effort that influences people, groups, teams, or organizations to follow that direction. Leadership stimulates employees to be high performers. It includes executing a vision, mission, and goals. It is guiding and setting the direction of the group, team, or company. (McNamara, 2008). It involves effective communication with employees, individually and in groups or teams. Maintaining close day to day contact, helping to guide and or inspire towards accomplishing the goals. (Thomas S. Bateman, Scott A. Snell, 2007).

However, there are views that leadership is different than management. It is said that leadership is a “facet” of management, (ME96, 1997). It is just one important component of the controlling function where a manager cannot just be a leader and needs formal authority to be effective. Managers think systematically or strategically, while leaders think out side the box. The me96 (1997) stated, "Managers do things right, while leaders do the right thing." This means that managers do things by the guidelines within standards set by the company or company policy, while leaders follow their own ideas or principles. Either way may in turn be of benefit to the company.

Often with small groups, it is not the manager who emerges