Four Functions of Management
Four Functions of Management
Four Functions of Management
Four Functions of Management
In today’s work environment, building teams and working as a team has become vital in every aspect of organization from sports to business. In the business world, it takes managers and employees to run a corporation, but it takes a team to plan, organize, lead and control. The role of a business manager has changed dramatically over the past ten years. The change stems from the realization that old military-style management techniques and styles are no longer effective in the workplace. These businesses have learned to empower employees and establish teams to solve problems plan and make management decisions. Managers of today and tomorrow will need effective team-building skills in order to strive and maintain their success. This management style begins with team , and establishing the attitude that every employee does a little and no individual does too much. Thus, working in teams brings benefits to both team members and organization.
According to Kallman (2005), managers get paid to make some very difficult decisions, like hiring, firing, starting and finishing projects. Making decisions under uncertainty is a very critical skill, that can learned by risk managers explains (Kallman, 2005). One of the most important management functions is setting goals for employees (Kallman, 2005). For example, being in the restaurant business as a manager you must set goals for employees and the company in order to succeed in the future. Along the same lines Kallman (2005) explains how an organizations mission is the broadest type of goal; defining the vision and general direction for all other goals. The second major function of managers is to organize the teams of players who implement new ideas and concepts (Kallman, 2005). As a bar manager it is my job and requirements to implement new ideas to the General Manager in order to provide our guests with a great dining experience. Furthermore, it is far more effective and efficient to empower others to perform management activities (Kallman, 2005). In order to lead the organization’s management activities, risk managers must know how to motivate and communicate with others (Kallman, 2005). Kallman (2005) says studying other leaders is a good way for a risk manager to develop leadership skills. Being knowledgeable, charismatic, creative and setting good example is an excellent way to become a leader in your work environment (Kallman, 2005),
Empowerment gives employees the feeling of belonging, allowing employees to feel pride in their jobs and the ownership of tasks that may otherwise be mundane (Velury, 2005). I know as a bartender getting compliments from managers and supervisors is a great feeling knowing that your work is appreciated. Compliments can boost employees pride and allow them to strive and do the best he or she can to help the company succeed. In his book Managerial Breakthrough, Juran introduces the concept of two distinct actions when it comes to any performance (Velury, 2005). According to Velury (2005) the two important actions are control and breakthrough. Control has to do with maintaining the status quo, while breakthrough is about improving the process to next level of fewer defects, and higher sales (Velury, 2005). Another important note Velury (2005) states the two types of variations can be the basis for a method that managers can use to empower their employees.
The problem of achieving goals in the business world arises out of variation. The decrease in sales compared to the previous year, excessive costs, and deviation of a product from the specified target are a few examples, states (Velury, 2005). The first kind of variation is known as common cause variation. Common cause constitutes the system responsible for a given outcome and said to be inherent in the system (Velury, 2005). Velury (2005) states when the variation is inherent in the system, it is unfair to blame the individual for the failures or to give credit