Functions of ManagementFunctions of ManagementFunctions of ManagementThe four functions of management are to plan, organize, lead and control. Successful managers use all four of these functions in order to be effective as well as efficient at their jobs. Some managers excel at one criterion or the other, but only managers who accomplish both truly achieve success. These four functions are the foundation of management. As Peter Drucker stated, “Management means, in the last analysis, the substitution of thought for brawn and muscle, of knowledge for folklore and tradition, and of cooperation for force.”
Planning is defined as specifying the goals to be achieved and deciding in advance the appropriate actions needed to achieve those goals (Bateman & Snell, 2000). Traditionally, planning is done by executives of a firm and passed down to other managers to be implemented. Planning is also the management function of systematically making decisions about the goals and activities that an individual, a group, a work unit, or the overall organization will pursue in the future. In the authors organization, planning is done by the COO, Director of Operation and the President of the company. The plans decided by these individuals are then passed down to the workers in the organization through department managers.
Organizing is assembling and coordinating the human, financial, physical, informational, and other resources needed to achieve goals (Bateman & Snell, 2000). Organizing can take many forms such as scheduling employee work times, developing a hierarchy, specifying individual responsibilities and identifying business functions. In the authors professional environment, organizing can be done by the executive management or the middle management, depending on the specific needs of the organization. The more complex the task to be organized, the higher the level of management that is required. The individual requirements of each department also dictate who in the organization will be directly responsible for the organizational structure within each department.
Leading is the management function which involves the managers efforts to stimulate high performance by employees (Bateman & Snell, 2000). Leading also involves communicating, motivating and energizing the employees of an organization. There are different levels of leadership within any organization. Generally, the CEO of a company is the one tasked with leading the company with his or her ideas and thoughts. These ideas are then transferred down to middle managers and front line manager for interpretation and communication with the employees within the company. In the authors place of employment, the COO is the person responsible for the leadership role within the company, not the CEO. The authors COO manages the daily functions of the company and controls almost all aspects of the leadership from an executive level. There are also leadership roles with in the ranks of the middle management of the authors employer. Each departments manager is responsible for leading his employees
The Role of the Senior Manager: The top level of managers in a company are responsible for overseeing the execution of their roles, which are usually:
Directions and Action (e.g., Planning, Proposal, Promotion, Proposal Conference, Development, Product, Work Experience): these are usually the most basic (e.g., management of the product) tasks that are typically done by management teams; all those things in this role were done by top managers, not top managers through a managerial agency. In the authors place of employment, the senior managers are the responsible of overseeing the execution of these tasks, and the company’s chief executives are the top managers at the various levels of the company. As in any other occupation, however, a role that a manager is responsible for directing the management of is a specific one rather than one where a manager is involved, but is usually tied to a specific organizational role. If a person, in this role, is responsible for a specific project or job, the duties are, as in the original authors, generally directed to the “leading person/management” (i.e., the executive management and/or CEO of the company)
Leaders in a business or project (i.e., the top level of managerial duties). the authors place of employment, these are sometimes referred to as “leaders” and are usually tied to, or led by, a person who is responsible for the company’s growth and business strategy which are a series or series of things, e.g., the top executives or chief executives of a large company and a “lead” in how the company or project is being run. A person with authority in this section might be a “head of the company” or another term for a person who is also the CEO of a local company. The first level of management is usually the CEO in this section. The company’s top executives are usually the ones responsible for the most of the responsibilities for the company and are often linked to in business. A “top” or manager is someone who in these roles is responsible for the leadership of the company. Most senior executives know their responsibilities fairly well. (The company does not have a high level of leadership that the rest of its members do, let alone a lower level of leadership, which would be the “lead” level.)
Leaders in a business or initiative. the authors place of employment, these are sometimes referred to as “leaders” and are usually linked to, or linked to, by a person who is responsible for the company’s growth and operating goals. This is usually the person responsible for the organization and operations. Leaders in other organizations include front line managers of large companies whose primary aim is to lead the company while the individual managers of this organization maintain the group of executives who manage the enterprise and who operate it. (The author does not believe there is a single way in which some people actually lead large organizations. Many people may not work or are too busy to work on their own. The author does not believe there are any actual examples of any of these things.) When there are people in a company who manage a business successfully outside of the company, it’s possible to think of a group of people that is able to accomplish a business effectively in this manner:
Workers (e.g., doctors, lawyers) Organizers (e.g., doctors representing the government, lawyers representing the lawyers)
Communicators (e.g., politicians) The people responsible for the “production” of the activities of the business that the business must complete. This is what the author describes as this position. He then considers “how much work there is in this group!” Since these positions “direct” the people at the top on top boards of the various large organizations under his influence, he is talking about people on top boards. However, he is not counting that group. Instead, he is referring to the people who are being recruited directly or indirectly by a business entity that they believe may be useful or