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Functions of Management

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Introduction

Functions of Management Four Functions of Management The traditional functions of management and fundamental management practices is challenged by a new way of doing business in an Internet era that has transformed the way organizations conduct business. The management process consists of four functions planning, organizing, leading and controlling (Bateman & Snell, 2004). The definitions of the management process remain unchanged while the business world continues to grow and change. While new approaches are required to be competitive in a global marketplace, the four management functions that have made successful companies succeed remain relevant, useful, and adaptable in a new era business environment. The following is an analysis of each function, and how each is applied in my organization. The four functions of management are planning, organizing, leading, and controlling. Planning consists of identifying and specifying goals to be achieved, and deciding the appropriate actions needed to be taken to achieve the specified goals. Planning must analyze and take into account current business situations and environment, the ability to anticipate the future, determine objectives, and what types of activities the organization will engage that correlate to business strategies, and determining the resources needed to achieve the organization's goals. ...read more.

Middle

In this function, managers will monitor individuals, departments, and the organization to determine if performance has been achieved. The outcome of the coordination or controlling function is an accurate measure of performance, and the regulation of efficiency and effectiveness. These four functions of management are implemented through a variety of tools in my organization. There are three levels of management in my organization. Regardless of the management level, each of these four functions applies when identifying and developing strategic goals. Each business unit based on input from the leadership team, recommendations from process councils, and technology that drives changes to existing systems and tools identifies business objectives and goals. The business objective will be identified and a Proof of Concept (POC) developed. Once the POC has been developed, it will be brought forth to the process council or leadership team for approval and funding. When the manager receives a go or no-go decision, he, or she will select individuals who bring knowledge and value to most efficiently and effectively achieve the objective or goal. ...read more.

Conclusion

The Project Manager should: * Ensure that new project team members promptly receive project information as soon as possible when transitioning onto the team. * Ensure that training is mandatory for any key resources that are critical to the success of the process. * Schedule meetings in the same building as the majority of the team members. * Plan and obtain resources for the Proof of Concept (POC), so that test scenarios can be run by project team members from multiple geographical sites. (This process supports the IM enterprise and not just one group or location.) * Clearly explain the POC testing strategy to the POC testers ("customers"). * Ensure testing to determine how decisions are made about which Engagement Focal is chosen. Managers who understand the traditional and fundamental functions of management, and how each function of planning, organizing, leading and controlling can be further broadened in today's ever-changing business environment will become managers that create greater strategic value within dynamic organizations that mobilizes people to learn, change and are more adaptable in this new era business environment (Bateman & Snell, 2004). Reference Bateman, T. and Snell. S. (2004). Management: the new competitive landscape. New York: The McGraw-Hill Companies. ?? ?? ?? ?? Functions of Management 1 ...read more.

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