Management functions
The term “function of
management” refers to the specific duties which managers perform, or simply put
what managers do. These duties or activities are characteristics of managers. The
functions of management uniquely describe managers’ jobs. Effective management involves
creative problem solving, motivating employees and making sure the organization
accomplishes objectives and goals.
management” refers to the specific duties which managers perform, or simply put
what managers do. These duties or activities are characteristics of managers. The
functions of management uniquely describe managers’ jobs. Effective management involves
creative problem solving, motivating employees and making sure the organization
accomplishes objectives and goals.
There are five functions of
management namely: planning, organizing, staffing, coordinating and
controlling. These functions separate the management process from other
business functions such as marketing, accounting and finance.
management namely: planning, organizing, staffing, coordinating and
controlling. These functions separate the management process from other
business functions such as marketing, accounting and finance.
Planning
The planning function of
management controls all the planning that allows the organization to run
smoothly. Planning involves defining a goal and determining the most effective
course of action needed to reach that goal. Typically, planning involves
flexibility, as the planner must coordinate with all levels of management in
the organization. Planning also involves knowledge of the company’s resources
and the future objectives of the business.
management controls all the planning that allows the organization to run
smoothly. Planning involves defining a goal and determining the most effective
course of action needed to reach that goal. Typically, planning involves
flexibility, as the planner must coordinate with all levels of management in
the organization. Planning also involves knowledge of the company’s resources
and the future objectives of the business.
Planning
is the function of management that involves setting objectives and determining
a course of action for achieving these objectives. Planning requires that
managers be aware of environmental conditions facing their organization and
forecast future conditions. It also requires that managers be good
decision-makers.
is the function of management that involves setting objectives and determining
a course of action for achieving these objectives. Planning requires that
managers be aware of environmental conditions facing their organization and
forecast future conditions. It also requires that managers be good
decision-makers.
Planning
is a process consisting of several steps. The process begins with environmental
scanning, which simply means that planners must be aware of the critical
contingencies facing their organization in terms of economic conditions, their
competitors, and their customers. Planners must then attempt to forecast future
conditions. These forecasts form the basis for planning.
is a process consisting of several steps. The process begins with environmental
scanning, which simply means that planners must be aware of the critical
contingencies facing their organization in terms of economic conditions, their
competitors, and their customers. Planners must then attempt to forecast future
conditions. These forecasts form the basis for planning.
Planners
must establish objectives, which are statements of what needs to be achieved
and when. Planners must then identify alternative courses of action for
achieving objectives. After evaluating the various alternatives, planners must
make decisions about the best courses of action for achieving objectives. They
must then formulate necessary steps and ensure effective implementation of
plans. Finally, planners must constantly evaluate the success of their plans
and take corrective action when necessary.
must establish objectives, which are statements of what needs to be achieved
and when. Planners must then identify alternative courses of action for
achieving objectives. After evaluating the various alternatives, planners must
make decisions about the best courses of action for achieving objectives. They
must then formulate necessary steps and ensure effective implementation of
plans. Finally, planners must constantly evaluate the success of their plans
and take corrective action when necessary.
There
are many different types of plans and planning:
are many different types of plans and planning:
·
Strategic Planning: Strategic planning involves analyzing competitive
opportunities and threats, as well as the strengths and weaknesses of the
organization, and then determining how to position the organization to compete
effectively in their environment. Strategic planning has a long time frame,
often three years or more. Strategic planning generally includes the entire
organization and includes formulation of objectives. Strategic planning is
often based on the organization’s mission, which is its fundamental reason for
existence. An organization’s top management most often conducts strategic
planning.
Strategic Planning: Strategic planning involves analyzing competitive
opportunities and threats, as well as the strengths and weaknesses of the
organization, and then determining how to position the organization to compete
effectively in their environment. Strategic planning has a long time frame,
often three years or more. Strategic planning generally includes the entire
organization and includes formulation of objectives. Strategic planning is
often based on the organization’s mission, which is its fundamental reason for
existence. An organization’s top management most often conducts strategic
planning.
·
Tactical Planning: Tactical planning is intermediate-range planning
that is designed to develop relatively concrete and specific means to implement
the strategic plan. Middle-level managers often engage in tactical planning.
Tactical planning often has a one- to three-year time horizon.
Tactical Planning: Tactical planning is intermediate-range planning
that is designed to develop relatively concrete and specific means to implement
the strategic plan. Middle-level managers often engage in tactical planning.
Tactical planning often has a one- to three-year time horizon.
·
Operational Planning: Operational planning generally assumes the
existence of objectives and specifies ways to achieve them. Operational
planning is short-range planning that is designed to develop specific action
steps that support the strategic and tactical plans. Operational planning
usually has a very short time horizon, from one week to one year.
Operational Planning: Operational planning generally assumes the
existence of objectives and specifies ways to achieve them. Operational
planning is short-range planning that is designed to develop specific action
steps that support the strategic and tactical plans. Operational planning
usually has a very short time horizon, from one week to one year.
Organizing
Organizing is the function
of management that involves developing an organizational structure and
allocating human resources to ensure the accomplishment of objectives. The
structure of the organization is the framework within which effort is
coordinated. The structure is usually represented by an organization chart,
which provides a graphic representation of the chain of command within an
organization. Decisions made about the structure of an organization are
generally referred to as “organizational design” decisions.
of management that involves developing an organizational structure and
allocating human resources to ensure the accomplishment of objectives. The
structure of the organization is the framework within which effort is
coordinated. The structure is usually represented by an organization chart,
which provides a graphic representation of the chain of command within an
organization. Decisions made about the structure of an organization are
generally referred to as “organizational design” decisions.
Organizing also involves
the design of individual jobs within the organization. Decisions must be made
about the duties and responsibilities of individual jobs as well as the manner
in which the duties should be carried out. Decisions made about the nature of
jobs within the organization are generally called “job design”
decisions.
the design of individual jobs within the organization. Decisions must be made
about the duties and responsibilities of individual jobs as well as the manner
in which the duties should be carried out. Decisions made about the nature of
jobs within the organization are generally called “job design”
decisions.
Organizing at the level of
the organization involves deciding how best to departmentalize, or cluster jobs
into departments to effectively coordinate effort. There are many different
ways to departmentalize, including organizing by function, product, geography,
or customer. Many larger organizations utilize multiple methods of
departmentalization. Organizing at the level of job involves how best to design
individual jobs to most effectively use human resources.
the organization involves deciding how best to departmentalize, or cluster jobs
into departments to effectively coordinate effort. There are many different
ways to departmentalize, including organizing by function, product, geography,
or customer. Many larger organizations utilize multiple methods of
departmentalization. Organizing at the level of job involves how best to design
individual jobs to most effectively use human resources.
Traditionally, job design
was based on principles of division of labor and specialization, which assumed
that the more narrow the job content, the more proficient the individual
performing the job could become. However, experience has shown that it is
possible for jobs to become too narrow and specialized. When this happens,
negative outcomes result, including decreased job satisfaction and
organizational commitment and increased absenteeism and turnover.
was based on principles of division of labor and specialization, which assumed
that the more narrow the job content, the more proficient the individual
performing the job could become. However, experience has shown that it is
possible for jobs to become too narrow and specialized. When this happens,
negative outcomes result, including decreased job satisfaction and
organizational commitment and increased absenteeism and turnover.
Staffing
The staffing function of
management controls all recruitment and personnel needs of the organization.
The main purpose of staffing is to hire the right people for the right jobs to
achieve the objectives of the organization. Staffing involves more than just
recruitment; staffing also encompasses training and development, performance
appraisals, promotions and transfers. Without the staffing function, the
business would fail because the business would not be properly staffed to meet
its goals.
management controls all recruitment and personnel needs of the organization.
The main purpose of staffing is to hire the right people for the right jobs to
achieve the objectives of the organization. Staffing involves more than just
recruitment; staffing also encompasses training and development, performance
appraisals, promotions and transfers. Without the staffing function, the
business would fail because the business would not be properly staffed to meet
its goals.
Coordinating
The coordinating function
of leadership controls all the organizing, planning and staffing activities of
the company and ensures all activities function together for the good of the
organization. Coordinating typically takes place in meetings and other planning
sessions with the department heads of the company to ensure all departments are
on the same page in terms of objectives and goals. Coordinating involves
communication, supervision and direction by management.
of leadership controls all the organizing, planning and staffing activities of
the company and ensures all activities function together for the good of the
organization. Coordinating typically takes place in meetings and other planning
sessions with the department heads of the company to ensure all departments are
on the same page in terms of objectives and goals. Coordinating involves
communication, supervision and direction by management.
Controlling
The controlling function of
management is useful for ensuring all other functions of the organization are
in place and are operating successfully. Controlling involves establishing
performance standards and monitoring the output of employees to ensure each
employee’s performance meets those standards. The controlling process often
leads to the identification of situations and problems that need to be addressed
by creating new performance standards. The level of performance affects the
success of all aspects of the organization.
management is useful for ensuring all other functions of the organization are
in place and are operating successfully. Controlling involves establishing
performance standards and monitoring the output of employees to ensure each
employee’s performance meets those standards. The controlling process often
leads to the identification of situations and problems that need to be addressed
by creating new performance standards. The level of performance affects the
success of all aspects of the organization.
Management roles
Management roles involve specific
types of behaviour, conduct and actions that a manager must demonstrate to be successful.
A well-known researcher by the name of Henry Mintzberg identified three general
management roles. Henry Mintzberg concluded from his research that what
managers do can be described by examining the roles they play at work. They are
interpersonal roles, informational roles and decisional roles.
types of behaviour, conduct and actions that a manager must demonstrate to be successful.
A well-known researcher by the name of Henry Mintzberg identified three general
management roles. Henry Mintzberg concluded from his research that what
managers do can be described by examining the roles they play at work. They are
interpersonal roles, informational roles and decisional roles.
Interpersonal role
Management
is largely about interpersonal relations between the manager and people both
inside and outside the organization, such as employees, superiors, suppliers
and customers. As a supervisor, Alexander will serve in his interpersonal role while acting as a
figurehead, leader and liaison.
is largely about interpersonal relations between the manager and people both
inside and outside the organization, such as employees, superiors, suppliers
and customers. As a supervisor, Alexander will serve in his interpersonal role while acting as a
figurehead, leader and liaison.
The
managerial roles in this category involve providing information and ideas.
managerial roles in this category involve providing information and ideas.
·
Figurehead: The manager has social, ceremonial and legal responsibilities. He or
she is expected to be a source of inspiration. People look up to the manager as
a person with authority, and as a figurehead.
Figurehead: The manager has social, ceremonial and legal responsibilities. He or
she is expected to be a source of inspiration. People look up to the manager as
a person with authority, and as a figurehead.
·
Leader: This is where the manager provides leadership for their team, the
department or perhaps the entire organization; and it is where they manage the
performance and responsibilities of everyone in the group.
Leader: This is where the manager provides leadership for their team, the
department or perhaps the entire organization; and it is where they manage the
performance and responsibilities of everyone in the group.
·
Liaison: Managers must communicate with internal and external contacts. They
need to be able to network effectively on behalf of the organization.
Liaison: Managers must communicate with internal and external contacts. They
need to be able to network effectively on behalf of the organization.
Informational role
Management
is also about managing information. Informational
role includes collecting information, receiving information and
disseminating information.
is also about managing information. Informational
role includes collecting information, receiving information and
disseminating information.
The
managerial roles in this category involve processing information.
managerial roles in this category involve processing information.
·
Monitor: In this role, the managers regularly seek out
information related to the organization and industry, looking for relevant
changes in the environment. They also monitor the team, in terms of both their
productivity, and their well-being.
Monitor: In this role, the managers regularly seek out
information related to the organization and industry, looking for relevant
changes in the environment. They also monitor the team, in terms of both their
productivity, and their well-being.
·
Disseminator: This is where the managers communicate potentially
useful information to their colleagues and their team.
Disseminator: This is where the managers communicate potentially
useful information to their colleagues and their team.
·
Spokesperson: Managers represent and speak for their organization.
In this role managers are responsible for transmitting information about their
organization and its goals to the people outside it.
Spokesperson: Managers represent and speak for their organization.
In this role managers are responsible for transmitting information about their
organization and its goals to the people outside it.
Decisional Role
Managers
are decision makers. In fact, failure to make decisions will often lead to
failure. Decisional role
includes being an entrepreneur, disturbance handler, resource allocator and a
negotiator. The manager is also responsible for managing and allocating
resources to accomplish his production goals. In addition, he must handle
unanticipated complications that disrupt his team and its goals, known as
disturbance handing. Finally, he needs to be a deft negotiator to resolve
conflicts.
are decision makers. In fact, failure to make decisions will often lead to
failure. Decisional role
includes being an entrepreneur, disturbance handler, resource allocator and a
negotiator. The manager is also responsible for managing and allocating
resources to accomplish his production goals. In addition, he must handle
unanticipated complications that disrupt his team and its goals, known as
disturbance handing. Finally, he needs to be a deft negotiator to resolve
conflicts.
The
managerial roles in this category involve using information.
managerial roles in this category involve using information.
·
Entrepreneur: Managers must create and control change within the
organization. This means solving problems, generating new ideas, and
implementing them.
Entrepreneur: Managers must create and control change within the
organization. This means solving problems, generating new ideas, and
implementing them.
·
Disturbance handler: When an organization or team hits an unexpected
roadblock, it is the manager who must take charge. The manager also needs to
help mediate disputes within it.
Disturbance handler: When an organization or team hits an unexpected
roadblock, it is the manager who must take charge. The manager also needs to
help mediate disputes within it.
·
Resource allocator: The manager determines where organizational
resources are best applied. This involves allocating funding, as well as
assigning staff and other organizational resources.
Resource allocator: The manager determines where organizational
resources are best applied. This involves allocating funding, as well as
assigning staff and other organizational resources.
·
Negotiator: The manager is needed to take part in, and direct,
important negotiations within your team, department, or organization.
Negotiator: The manager is needed to take part in, and direct,
important negotiations within your team, department, or organization.
Conclusion
From the above explanations, the
difference between management functions and management roles can be highlighted
as thus; management functions are planning, organizing, staffing, coordinating
and controlling while management roles are interpersonal roles, informational
roles and decisional roles.
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