Management Func

8/12/2019 Management Func

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Management Functions

Basic functions[edit]

Management operates through ve basic functions: planning, organizing,

coordinating, commanding, and controlling.[1]

!lanning: "eciding #hat needs to happen in the future and generating plans for

action.

$rganizing: Ma%ing sure the human and nonhuman resources are put into place

&oordinating: &reating a structure through #hich an organization's goals can be

accomplished.

&ommanding: "etermining #hat must be done in a situation and getting people to

do it.

&ontrolling: &hec%ing progress against plans.

Basic roles[edit]

(nterpersonal: roles that involve coordination and interaction #ith emplo)ees

(nformational: roles that involve handling, sharing, and anal)zing information

"ecisional: roles that re*uire decision+ma%ing

%ills[edit]

!olitical: used to build a po#er base and establish connections

&onceptual: used to anal)ze comple- situations.

(nterpersonal: used to communicate, motivate, mentor and delegate

"iagnostic: abilit) to visualize most appropriate response to a situation

eadership: abilit) to lead and provide guidance to a specic group

/echnical: 0-pertise in one's particular functional area.[1]

Formation of the business polic)[edit]

/he mission of the business is the most obvious purpose2#hich ma) be, for

e-ample, to ma%e soap.

/he vision of the business re3ects its aspirations and species its intended direction

or future destination.

/he ob4ectives of the business refers to the ends or activit) that is the goal of a

certain tas%.


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/he business's polic) is a guide that stipulates rules, regulations and ob4ectives, and

ma) be used in the managers' decision+ma%ing. (t must be 3e-ible and easil)

interpreted and understood b) all emplo)ees.

/he business's strateg) refers to the coordinated plan of action it ta%es and

resources it uses to realize its vision and long+term ob4ectives. (t is a guideline to

managers, stipulating ho# the) ought to allocate and use the factors of productionto the business's advantage. (nitiall), it could help the managers decide on #hat

t)pe of business the) #ant to form.

(mplementation of policies and strategies[edit]

5ll policies and strategies must be discussed #ith all managerial personnel and

sta6.

Managers must understand #here and ho# the) can implement their policies and

strategies.

5 plan of action must be devised for each department.

!olicies and strategies must be revie#ed regularl).

&ontingenc) plans must be devised in case the environment changes.

/op+level managers should carr) out regular progress assessments.

/he business re*uires team spirit and a good environment.

/he missions, ob4ectives, strengths and #ea%nesses of each department must be

anal)sed to determine their roles in achieving the business's mission.

/he forecasting method develops a reliable picture of the business's future

environment.5 planning unit must be created to ensure that all plans are consistent and that

policies and strategies are aimed at achieving the same mission and ob4ectives.

5ll policies must be discussed #ith all managerial personnel and sta6 that is

re*uired in the e-ecution of an) departmental polic).

$rganizational change is strategicall) achieved through the implementation of the

eight+step plan of action established b) 7ohn !. 8otter: (ncrease urgenc), get the

vision right, communicate the bu)+in, empo#er action, create short+term #ins, don't

let up, and ma%e change stic%.[19]

!olicies and strategies in the planning process[edit]

/he) give mid and lo#er+level managers a good idea of the future plans for each

department in an organization.

5 frame#or% is created #hereb) plans and decisions are made.


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Mid and lo#er+level management ma) add their o#n plans to the business's

strategies.

evels[edit]

Most organizations have three management levels: rst+level, middle+level, and top+

level managers.[citation needed] /hese managers are classied in a hierarch) ofauthorit), and perform di6erent tas%s. (n man) organizations, the number of

managers in ever) level resembles a p)ramid. 0ach level is e-plained belo# in

specications of their di6erent responsibilities and li%el) 4ob titles.[1]

/op+level management[edit]

/he top consists of the board of directors ;including non+e-ecutive directors and

e-ecutive directors directors are estimated to spend .

hours per #ee% on board duties, and median compensation #as ?@1@,91@ in @>1>./he board sets corporate strateg), ma%es ma4or decisions such as ma4or

ac*uisitions,[1A] and hires, evaluates, and res the top+level manager ;&hief

0-ecutive $=cer or &0$< and the &0$ t)picall) hires other positions. o#ever,

board involvement in the hiring of other positions such as the &hief Financial $=cer

;&F$< has increased.[1C] (n @>1, a surve) of over 1> &0$s and directors of public

and private companies found that the top #ea%nesses of &0$s #ere Dmentoring

s%illsD and Dboard engagementD, and 1>E of companies never evaluated the &0$.

[1] /he board ma) also have certain emplo)ees ;e.g., internal auditors< report to

them or directl) hire independent contractorsG for e-ample, the board ;through the

audit committee< t)picall) selects the auditor.

elpful s%ills of top management var) b) the t)pe of organization but t)picall)

include[@>] a broad understanding competition, #orld economies, and politics. (n

addition, the &0$ is responsible for e-ecuting and determining ;#ithin the board's

frame#or%< the broad policies of the organization. 0-ecutive management

accomplishes the da)+to+da) details, including: instructions for preparation of

department budgets, procedures, schedulesG appointment of middle level


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e-ecutives such as department managersG coordination of departmentsG media and

governmental relationsG and shareholder communication.

Middle+level managers[edit]

&onsist of general managers, branch managers and department managers. /he)are accountable to the top management for their department's function. /he)

devote more time to organizational and directional functions. /heir roles can be

emphasized as e-ecuting organizational plans in conformance #ith the compan)'s

policies and the ob4ectives of the top management, the) dene and discuss

information and policies from top management to lo#er management, and most

importantl) the) inspire and provide guidance to lo#er level managers to#ards

better performance. /heir functions include:

"esign and implement e6ective group and inter+group #or% and information

s)stems.

"ene and monitor group+level performance indicators.

"iagnose and resolve problems #ithin and among #or% groups.

"esign and implement re#ard s)stems that support cooperative behavior. /he) also

ma%e decision and share ideas #ith top managers.

First+level managers[edit]

&onsist of supervisors, section leaders, foremen, etc. /he) focus on controlling and

directing. /he) usuall) have the responsibilit) of assigning emplo)ees tas%s, guiding

and supervising emplo)ees on da)+to+da) activities, ensuring *ualit) and *uantit)production, ma%ing recommendations, suggestions, and up channeling emplo)ee

problems, etc. First+level managers are role models for emplo)ees that provide:

Basic supervision

Motivation

&areer planning

!erformance feedbac%

/raining[edit]

Hniversities around the #orld, o6er bachelor's and advanced degrees, diplomas and

certicates in management, generall) #ithin their colleges of business and business

schools but also in other related departments. /here is also an increase in online

management education and training in the form of 0+learning.


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H5[edit]

5t the graduate level students ma) choose to specialize in ma4or subareas of

management such as entrepreneurship, human resources, international business,

organizational behavior, organizational theor), strategic management.[@1]

accounting, corporate nance, entertainment, global management, healthcare

management, investment management, eaders in ustainabilit) and realestate[@@]

Management Func

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