• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

Organizations must follow four basic functions of management. The four functions of management; planning, organizing, leading, and controlling are the fundamental tools essential for management to utilized

Extracts from this document...

Introduction

Four Functions of Management Chase Dodson University of Phoenix Management: Theory, Practice, Application MGT / 330 Mr. Cornell McGee December 12, 2005 Four Functions of Management The American Heritage Dictionary defines management as the act, manner or practice of managing, supervising, or controlling. In addition, management is the process of working with people and resources to accomplish organizational goals (Bateman et al, 2004). Managers are the individuals who plan, organize, lead, and control the activities of the organization so that its goals can be achieved. In order for organizations to become or continue to be successful in achieving their goals, management within the organizations must follow four basic functions of management. The four functions of management; planning, organizing, leading, and controlling are the fundamental tools essential for management to utilized for the success of every small or large organization. Planning produces fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it (Supervision - Management Moderns, 1998). ...read more.

Middle

Organizing is assembling and coordinating the human, financial, physical, informational, and other resources needed to achieve goals (Bateman et al, 2004). Today the roles of management are changing. Organizing activities include roles and responsibilities from the employee. The unique characteristics of employees are important in the organization process because employees may possess qualities that are best suited to the operations of the organization. Managers have adapted to these ideas to implement organizational roles and responsibilities to employees to capitalize on the advantages of having team dynamics. The roles and responsibilities in organizing activities include attracting people to the organization, specifying group responsibilities, grouping jobs into work units, marshaling and allocating, and creating conditions so that people and things work together to achieve maximum success (Bateman et al, 2004). At DSW Shoes, it is the responsibility of the managers to organize specific tasks amongst the team. ...read more.

Conclusion

Controlling is directly related to planning. The controlling process ensures that plans are being implemented properly. In the functions of management cycle - planning, organizing, directing, and controlling - planning moves forward into all the other functions, and controlling reaches back. Controlling is the final link in the functional chain of management activities and brings the functions of management cycle full circle (Supervision - Management Moderns, 1998). In accordance with Ervin, there are four steps in the control process: establishing performance standards, measuring actual performance, comparing measured performance against established standards, and taking corrective action. In conclusion, managers utilize a variety of conceptual, human, and technical skills to efficiently and effectively attain organizational goals. They engage in the four primary functions of management: planning, organizing, leading, and controlling. Managers create the conditions for their organizations to succeed, and they train and develop successors so the organization will continue to thrive even after their departure. ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our GCSE People in Business section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related GCSE People in Business essays

  1. Marked by a teacher

    McDonald's. What are the Management functions at McDonald's?

    5 star(s)

    Delegating This is the process of giving authority to lower level manager's to make specific decisions. It is necessary because each manager cannot do all tasks that need o be done. The senior manager needs to ensure that the subordinate can do the work and that the work and that the work gets done.

  2. BMW Operations Management

    If this problem occurs then the management can carry out two possible courses of action: o Allow the quality of the product to decline o Attempt to influence the demand so it doesn't affect the organisation in the long term.

  1. Performance management in Siemens.

    It is self-fulfilling prophecy. Theory Y argues that employees are not money motivated but gain reward from the job itself. Theory Y presents employees as self-disciplined, work appreciative people who crave responsibility and creative fulfillment. McGregor's Theory Y is significant because it suggests that given the right conditions and management style employees can be motivated to work efficiently and productively.

  2. Performance Management/ Motivational Theory Performance Management

    Hygiene factors include: * * Company policy and administration * Wages, salaries and other financial rewards * Quality of supervision * Quality of interpersonal relations * Working conditions * Feeling job security The evidence of de-motivated employees at work is: * Low productivity * Poor production * Strikes/industrial disputes/breakdown in

  1. The relationship between management theory and practice.

    The emphasis, therefore, was on the efficient use of resources, especially human resources, in the service of a mechanistic model of organizations. Later theorists modified this approach by taking account of social and environmental as well as technical factors in the workplace.

  2. Strategies for Change Management

    Establishing a Sense of Urgency In creating a sense of urgency, Kotter identifies two sub steps necessary; 1) examining the market and competitive realities and 2) identifying and discussing crises, potential crises, or major opportunities.2 In the "first wave", one of the first things Carlzon did was to assemble his

  1. Career planning at Ikea

    Whereas certain training programs are required by the company and the level of employment, others are optional. Ikea says that career planning mostly depends on their employees if they want to be pro-active rather than reactive, if they are willing to take more responsibility and to learn more, positions are

  2. 4. Examine the nature of key management skills

    It also goes the same for the employee. If a Boots manager instructs an employee to fill the shelves with a certain shampoo that is on offer it is essential that they listen to the brand of shampoo and carry out the task as it was asked.

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work