Functions of Management

Functions of Management

University of Phoenix

Functions of Management
The functions of management are as vital in an organization as the employees themselves. Without a constant evolution of these functions: planning, organizing, leading, and controlling, the business would suffer and fail. Although together these functions produce a constant flow for a company individually each function is its own power all its own.
Planning is the foundation of effective management. Without prior planning a company would essentially have no mission, no common goal, and no future. Traditionally planning is the function most used by top-level managers. The essential goal being to plan for the future by analyzing the current economy, determining the mission, setting the stage for achievement, and discovering the recourses need to make it all happen (Bateman & Snell,? 2009).
Without a plan employees will have no idea what they are working for. For instance in a factory if the employees were told to build a specific piece to a larger component but never knew what the final outcome would be, the mindless work of assembling their part would produce no positive effect. Knowing the final outcome, how it will function in society, and why they are doing what they are doing will create a feeling of worth.
The military is an organization where the planning step is carefully and diligently practiced. However, from time to time upper leadership may withhold the bigger mission due to operational security. This situation can produce the effectiveness of a unit to diminish rapidly. When this happens it is important for upper management to recognize this and ensure they do their part to get the unit back on track. It is important for the troops to know they are serving a bigger purpose and that families are being neglected for a reason.
The organizational function of management must work closely with the planning function. Mid- level managers must have an understanding of the organizations plan, organizing the personnel, resources, and financial relations of the company. Organizing personnel that will work well as a team towards a common goal, attaining physical recourses and combining them with the structure of the company, and ensuring the financial stability. This level of management is responsible for ensuring the hierarchy and the flow of who is responsible for what. This can be a tedious and tenacious responsibility. This level of management is the link between top-level managers and frontline managers. Although rarely directly responsible for motivation and inspiration their ability to keep the focus of the mission and disseminate it effectively is the main mission.
In the military the organizational function can impact mission accomplishment greatly. A command with effective organization of personnel and recourses is commonly a unit with strong unit cohesion and teamwork. These two attributes go hand in hand in the functionality of a unit. When the organization of a unit is poor it is likely the junior troops will have less respect and willingness to work towards a common goal. If a division is organized with little knowledge of the personnel and their abilities that division will suffer. Ensuring each division is diverse with very knowledgeable troops as well as troops with little knowledge is a key component in ensuring mission success. Troops move around may be lost in the fight and when this occurs the success of a unit is built on their ability to move up during those times. The training and teamwork that is built must be strong and able to last through these situations. If a division is built with all its strength in one area the other areas have less room to grow and if something were to happen the other divisions will suffer. By ???putting all your eggs in one basket??? you take a terrible chance of losing control if that assets is lost.
The leading function is often the building block for mid-level managers and top-level managers. Without a firm understanding of how to lead the abilities to organize and plan are less likely to be a success. A firm understanding of what drives, motivates and inspires the employees will carry on into the other functions. There is a firm difference between leading and managing employees. At this level of management frontline managers must understand this difference and work to enforce it. Employees follow managers not necessarily because they want to but because they have too. A leader is respected by the employees and followed out of a will to succeed. A leader inspires workers to perform and is respected not because of position but because of the their inspiration and communication. The perfect balance is that of a manager and a leader, workers respect the position and the person (???Leading Versus Managing Supervisors Should Recognize the Importance of Leadership Read more at Suite101: Leading Versus Managing: Supervisors Should Recognize the Importance of Leadership,???? 2009).
In the military this function is the most basic form of management and thus even the most junior troops are expected to embrace this function and create their own way of leading. When a leader moves up before they have had time to fully develop the skills to inspire troops it can be detrimental to a unit. Basically there are many levels of this function, which ensures the skills to lead are enhanced before they are put in a position where they can destroy a unit by not having both the professional and personal respect of the troops.
The control function of management is most closely related to the organizational function. When the mid-level managers determine the resources need for the company there must be a management level devoted to ensuring the resources are used correctly. Controlling the resources of a company also ensures financial reliability on the managers. The ability to make use of the resources and not over spend.
The aviation wing in the Marine Corps has a billet known as the Material Maintenance Control Officer. Directly in the billet they are refereed to as ???controller???. Their man responsibility is not to lead, or motivate but to ensure the resources, parts, and personnel are controlled and maintained to keep the unit running. There are many levels for these controllers and they are most directly involved in the supply chain as well as giving feed back to the division leads on areas that may be lacking and in need of reorganization.
Over all each function of management operates as a whole organization. There can be great planning and organizing but without the proper motivation and drive to keep production up the mission will fail. All levels of management must work together towards a common goal, inspect what they expect, and create a level of teamwork that enhances productivity. Without a functioning unit of planning, organizing, leading, and controlling a company may survive but never succeed.
References
Bateman, T.S., & Snell, S.A. (2009). Management: Leading & Callaborating in a Competitive World, Eighth Edition. Retrieved from https://ecampus.phoenix.edu/content/eBookLibrary2/content/TOC.aspxassetdataid=0dd00b95-d78d-40a8-bf5e-3f72f654d901&assetmetaid=f65d6fdb-d2b7-4710-8429-2e86eeb1129c.
Leading Versus Managing Supervisors Should Recognize the Importance of Leadership Read more at Suite101: Leading Versus Managing: Supervisors Should Recognize the Importance of Leadership.? (2009).? Suit101.com, Retrieved? from? 
http://www.suite101.com/content/leading-versus-managing-a116832

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