At Spirit Manufacturing, the top-level managers, have to decide what products will sell and what products will not sell through marketing. In doing so, they will have to maintain a set of goals for sales that include style, type, and design of our products. This is then organized by the mid-level managers.
Organizing
Organizing is researching and gathering the resources that are needed to accomplish the goals. These resources include coordinating employees, financial information, and physical information. Bateman and Snell (2009) stated “Organizing activities include attracting people to the organization, specifying job responsibilities, grouping jobs into work units, marshaling and allocating resources, and creating conditions so that people and things work together to achieve maximum success.” Organizing can be used to build a team of managers that can effectively use resources that can provide a business with the competitive edge, and enable the business to provide complete customer satisfaction.
At Spirit Manufacturing, the mid-level and lower-level management work together, to organize the goals that are set by the top-level management. These goals include the style, type, and design of the products. The lower-level management will inform the employees on how these goals are to be carried out to satisfy the requirements of the top-level management. This is done through a process known as leadership.
Leading
Leading is being able to effectively and successfully communicate with, and motivate employees, groups, or people that lead to a higher level of performance by inspiring the employees that work in a business. Leading requires that management work in close contact with their employees. Working in close contact with the employees will help the management team to guide and inspire the employees in the right direction to accomplish the teamwork, and organizing the goals. Staley (1999) stated, “Leading is selling the vision of the future of your organization to the workforce.”
At Spirit Manufacturing, it seems that the managers are well trained. They are able to mobilize the employees by using communication, leadership, and teamwork. In this workplace, the management team listens to the ideas that the employees offer them. The management team brings the employees together by using teamwork to achieve the goals that have been set by the top-level management.
Controlling
The final function of management is controlling. Controlling is the skill of being able to monitor the performance of the business, and implement any changes that are needed to achieve the goals of the business. Using the technology of today, a business can make it easier to achieve control effectively by using the skill of continuous changing and learning to adapt and reach the goals of the business. Staley (1999) stated, “Monitoring means measuring the progress toward goal attainment and judging whether or not we are progressing toward the goal in a proper manner.”
At Spirit Manufacturing, the managers have to implement changes to the style, type, and design of the products, as these changes are needed. The managers may also have to adjust the price of the products to be able to meet the goals that they have set for the business. The managers can look at the past marketing strategies, and are able to make cost effective changes that will enable the business to meet the goals.
Conclusion
To implement the four functions of management, businesses can use technology to aid them in this task. By using the four functions of management, managers will be able to obtain the knowledge that is necessary to having a competitive advantage when it comes to customers, suppliers, and others. It is important for any manager to have a thorough understanding of the four functions of management to ensure that a business is successful in meeting the goals that have been set for that business. Rodacker (2006) stated, “Effective communication is the key to planning, leading, organizing, and controlling the resources of an organization to achieve its stated objectives.”
References
Bateman, T., & Snell, S. (2009). Management: leading and collaborating in the competitive world (8th ed.). New York, NY: McGraw-Hill/Irwin.
Rodacker, U. (2006, May). Successful managers. SuperVision, 67(5), 8-9. Retrieved September 21, 2008, from ABI/INFORM Global database.
Staley, G. (1999, July). The building blocks of management. Dental Economics, 89(7), 67-68. Retrieved September 21, 2008, from Accounting & Tax Periodicals database.
