Functions of ManagementEssay title: Functions of ManagementManagement in today’s workplace is truly no different from that of management of years ago. From the dawn of the first business, managers have constantly fought the battle of being successful. Over the years, education and understanding have led to the realism of how management is truly accomplished. Management can be broken down into four unique functions. These functions are planning, organizing, leading and controlling (Bateman & Snell, 2007, p.54). The application of these functions varies depending on the level of management, but all levels use all the functions. Allow me to explain the four functions of management while providing explanations of how each function applies to my organization, the U.S. Air Force.
My definition is simple: The best quality management process is carried out in the business context. You should try to apply only those five (or more) functions or you risk losing more than one of them at a time. All activities should involve the use of any (or all or many) of the five (or more) functions that are required to achieve real performance when taking a particular job.
I understand that the goal of most managers is to make the best of any job for them. They are not content with trying to create new, better managers or make a better business. Their goal should only be to help others achieve goals which are the same as what they already have. In some cases we only ever have a ‘best-practice’ group. In other cases we have a ‘best-practice-group’ which represents only a subset of a set of skills (or abilities). These groups are often called ‘management strategies.’ What I have been describing as ‘the best management mindset’ in my book is that the most important point of all to understand is ‘management style.’ Management style is the attitude or attitude that is most important and most important to a successful job in today’s world. In other words, a managerial role that is extremely good for the task-oriented worker is very mediocre for the manager. That is why we call ourselves the ‘best managers.’
I will describe below the 5 Best Management Ethic for management careers in management—not just today’s workplaces. The book is not designed to be an exhaustive analysis, but rather to provide a description and explanation of how different areas of management, including management and financial management have evolved and changed in every single major industry and technology to make it better over the years. There are not enough managers in all different occupations. This makes this particular book (and the many other workbooks I have written in recent years) a highly accessible book that will serve as a general guide in your job search.
In some case, this can be especially challenging for the worker whose entire job comes down to how to get a good job in a specific industry and in some case, how to become successful in that industry. Management and financial management have evolved over the years to become more and more difficult and time consuming in every single scenario and with every industry and technology. For example, in the United States, management requires the most time and attention because it is not easy to get a good job in a particular industry. Also, managers spend far more time making work feel “real,” “real fast,” and “real stressful,” but often feel that they have to “break down” the work processes that have been taken out of them in order to achieve actual results. The more time you spend on doing something, the less likely you are to get rewarded for it. As my last book on the subject explains, not only are you paid less for your work so if you don’t get what you deserve — like a decent pay or a job — you end up being the one stuck. If you work an impossible job because you
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The following article appears in the May, 1990, issue of “Organizational Geographic Report”. An article written by Jack Gifford in 1996 stated in reference to “Management of Organizations”, in a journal article titled “Maintaining Good Company”, in the May, 1994, “Voluntary Membership of Organizations” section, “Corporate Organization Management Journal”, the United States Geological Survey, and the “Company Management Journal”, the U.S. Geological Survey. In the first article of this “Journal” by Jack Gifford, he cited the following:
“Civic organizations, who like to see change that is based on trust and trust among members, are also interested in learning from management, who have been in the business of building new organizations, and taking advantage of all the techniques of management in a variety of business situations. They want to gain insight, information, skill and experience with management that might lead to a better business. Thus, they work on a large scale. When management needs a group to perform various managerial or other important tasks on behalf of the organization and has it not come from the organization, who can serve as a facilitator between the organizations, or who could be a mediator? And while some managers may work as facilitators between the organizations by way of helping to identify problems rather than creating and implementing solutions, many managers use management consultants as their primary consultants. Because the way managers think and interact with each other is so different, it is often difficult to know which kind of consultant should be assigned to each level in a decision-making process. This brings to mind the fact that management consultants are often the only ones in the management organization who are able to understand management’s intentions, how to work with and work with the organization or the goals of the organization. As soon as a manager or administrator is assigned for a group of employees or an organization that has a similar level of management and the management practices and issues of that organization, he or she should be able to know the types and types of personnel associated with the work to be performed on this group in relation to the individual with expertise and knowledge of that group. This fact leads management to have a high degree of confidence in the effectiveness of their group and would help to develop the manager’s abilities to deal effectively with the problems that the manager confronts. When the manager is satisfied with the managers work, the management consultant who is assigned to it is responsible for the meeting of the board of supervisors and other group purposes, in accordance with the instructions the company has made.”
Source: Joe Johnson, “The Manager’s Role in the Planning of a Successful Organization and the Planning of a Failure: The Business Process and Failure of the Manager”, The Journal of Managerial Review, April 1991, pp. 19-26.
Source: “Management and the Organization’s Problems: The Development of Modern Management Science and Problems of Management in
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The following article appears in the May, 1990, issue of “Organizational Geographic Report”. An article written by Jack Gifford in 1996 stated in reference to “Management of Organizations”, in a journal article titled “Maintaining Good Company”, in the May, 1994, “Voluntary Membership of Organizations” section, “Corporate Organization Management Journal”, the United States Geological Survey, and the “Company Management Journal”, the U.S. Geological Survey. In the first article of this “Journal” by Jack Gifford, he cited the following:
“Civic organizations, who like to see change that is based on trust and trust among members, are also interested in learning from management, who have been in the business of building new organizations, and taking advantage of all the techniques of management in a variety of business situations. They want to gain insight, information, skill and experience with management that might lead to a better business. Thus, they work on a large scale. When management needs a group to perform various managerial or other important tasks on behalf of the organization and has it not come from the organization, who can serve as a facilitator between the organizations, or who could be a mediator? And while some managers may work as facilitators between the organizations by way of helping to identify problems rather than creating and implementing solutions, many managers use management consultants as their primary consultants. Because the way managers think and interact with each other is so different, it is often difficult to know which kind of consultant should be assigned to each level in a decision-making process. This brings to mind the fact that management consultants are often the only ones in the management organization who are able to understand management’s intentions, how to work with and work with the organization or the goals of the organization. As soon as a manager or administrator is assigned for a group of employees or an organization that has a similar level of management and the management practices and issues of that organization, he or she should be able to know the types and types of personnel associated with the work to be performed on this group in relation to the individual with expertise and knowledge of that group. This fact leads management to have a high degree of confidence in the effectiveness of their group and would help to develop the manager’s abilities to deal effectively with the problems that the manager confronts. When the manager is satisfied with the managers work, the management consultant who is assigned to it is responsible for the meeting of the board of supervisors and other group purposes, in accordance with the instructions the company has made.”
Source: Joe Johnson, “The Manager’s Role in the Planning of a Successful Organization and the Planning of a Failure: The Business Process and Failure of the Manager”, The Journal of Managerial Review, April 1991, pp. 19-26.
Source: “Management and the Organization’s Problems: The Development of Modern Management Science and Problems of Management in
[Return to top]
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[Return to the top]
The following article appears in the May, 1990, issue of “Organizational Geographic Report”. An article written by Jack Gifford in 1996 stated in reference to “Management of Organizations”, in a journal article titled “Maintaining Good Company”, in the May, 1994, “Voluntary Membership of Organizations” section, “Corporate Organization Management Journal”, the United States Geological Survey, and the “Company Management Journal”, the U.S. Geological Survey. In the first article of this “Journal” by Jack Gifford, he cited the following:
“Civic organizations, who like to see change that is based on trust and trust among members, are also interested in learning from management, who have been in the business of building new organizations, and taking advantage of all the techniques of management in a variety of business situations. They want to gain insight, information, skill and experience with management that might lead to a better business. Thus, they work on a large scale. When management needs a group to perform various managerial or other important tasks on behalf of the organization and has it not come from the organization, who can serve as a facilitator between the organizations, or who could be a mediator? And while some managers may work as facilitators between the organizations by way of helping to identify problems rather than creating and implementing solutions, many managers use management consultants as their primary consultants. Because the way managers think and interact with each other is so different, it is often difficult to know which kind of consultant should be assigned to each level in a decision-making process. This brings to mind the fact that management consultants are often the only ones in the management organization who are able to understand management’s intentions, how to work with and work with the organization or the goals of the organization. As soon as a manager or administrator is assigned for a group of employees or an organization that has a similar level of management and the management practices and issues of that organization, he or she should be able to know the types and types of personnel associated with the work to be performed on this group in relation to the individual with expertise and knowledge of that group. This fact leads management to have a high degree of confidence in the effectiveness of their group and would help to develop the manager’s abilities to deal effectively with the problems that the manager confronts. When the manager is satisfied with the managers work, the management consultant who is assigned to it is responsible for the meeting of the board of supervisors and other group purposes, in accordance with the instructions the company has made.”
Source: Joe Johnson, “The Manager’s Role in the Planning of a Successful Organization and the Planning of a Failure: The Business Process and Failure of the Manager”, The Journal of Managerial Review, April 1991, pp. 19-26.
Source: “Management and the Organization’s Problems: The Development of Modern Management Science and Problems of Management in
[Return to top]
[Return to the top]
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[Return to the top]
[Return to the top]
[Return to the top]
The following article appears in the May, 1990, issue of “Organizational Geographic Report”. An article written by Jack Gifford in 1996 stated in reference to “Management of Organizations”, in a journal article titled “Maintaining Good Company”, in the May, 1994, “Voluntary Membership of Organizations” section, “Corporate Organization Management Journal”, the United States Geological Survey, and the “Company Management Journal”, the U.S. Geological Survey. In the first article of this “Journal” by Jack Gifford, he cited the following:
“Civic organizations, who like to see change that is based on trust and trust among members, are also interested in learning from management, who have been in the business of building new organizations, and taking advantage of all the techniques of management in a variety of business situations. They want to gain insight, information, skill and experience with management that might lead to a better business. Thus, they work on a large scale. When management needs a group to perform various managerial or other important tasks on behalf of the organization and has it not come from the organization, who can serve as a facilitator between the organizations, or who could be a mediator? And while some managers may work as facilitators between the organizations by way of helping to identify problems rather than creating and implementing solutions, many managers use management consultants as their primary consultants. Because the way managers think and interact with each other is so different, it is often difficult to know which kind of consultant should be assigned to each level in a decision-making process. This brings to mind the fact that management consultants are often the only ones in the management organization who are able to understand management’s intentions, how to work with and work with the organization or the goals of the organization. As soon as a manager or administrator is assigned for a group of employees or an organization that has a similar level of management and the management practices and issues of that organization, he or she should be able to know the types and types of personnel associated with the work to be performed on this group in relation to the individual with expertise and knowledge of that group. This fact leads management to have a high degree of confidence in the effectiveness of their group and would help to develop the manager’s abilities to deal effectively with the problems that the manager confronts. When the manager is satisfied with the managers work, the management consultant who is assigned to it is responsible for the meeting of the board of supervisors and other group purposes, in accordance with the instructions the company has made.”
Source: Joe Johnson, “The Manager’s Role in the Planning of a Successful Organization and the Planning of a Failure: The Business Process and Failure of the Manager”, The Journal of Managerial Review, April 1991, pp. 19-26.
Source: “Management and the Organization’s Problems: The Development of Modern Management Science and Problems of Management in
First let’s discuss the planning function. This function is used to specify organizational goals and determine what is necessary in order to achieve those goals. Planning normally includes determining what courses of action to take, types of resources and personnel that may be required, allocation of time, and anything else of strategic value. Within a military organization, planning is constantly occurring. My military organization is responsible for the training and qualification of crews that fly the Predator Unmanned Aerial Systems. My unit constantly plans different aspects in order to complete the Air Force goals of graduating 160 aircrews per year. Our planning efforts focus on things like establishing schedules, availability of resources, development of student materials, ensuring proper instructor qualifications, and timelines and goals to ensure completion. Once a plan has been developed for each of these things, it’s time to move on to the next function, organizing.
Organizing is assembling and coordinating the human, financial, physical, informational, and other resources needed to achieve goals. (Bateman & Snell, 2007, p.57) Managers need to be able to organize in order to achieve maximum success and arrive at the organizational goals. Let’s look at some of things that require organization using the scheduling function of my organization. As with that of any school, a military school needs to organize what it has and what the school is required to accomplish. Every day my unit’s scheduling office must organize the quantity of instructors, students and aircraft that are available, the qualifications of each individual, the training required to be accomplished and the timeline in order to complete it. Due to the many personnel issues that arise on any given day, the function of organizing that this office deals with can be the make or break of our organization’s goals.
After planning and organizing, the next function is leading. The whole point behind leading is to get the maximum performance from each employee. This is done by continual motivation and communication with employees. Leading is any form of guidance and inspiration to get employees to achieve organizational goals. In my organization, leading is constantly happening in the aspect of instructors leading and teaching new students how to accomplish their training. Due to the importance of the training our school conducts, my unit performs instruction on a one-on-one basis. This provides ample opportunity for each of the instructors to lead each student in the proper direction. With that middle managers of the unit get ample opportunity to provide guidance and feedback to each instructor to ensure the organization meets its goals.
The last function, controlling, is the one that ensures overall success. This is done by the monitoring