The Five Management Functions

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The Five Management Functions Within an HVAC Company
r. Olson
MGT 330
Instructor J. Davis
August 27, 2012

The subject of this reflective paper is regarding the most critical organizational management functions. Critical management functions sit at the core of any organization and steer its leaders, managers, and employees toward success by utilizing the people and resources in the most effective manner. My intent is for the reader to be enlightened of how I helped manage a Heating, Ventilation, and Air Conditioning (HVAC) company by implementing some of the same leadership and management methods from our Management 330 college course. Though many of the Theories from the text book are very valuable, I believe some the information is very vague and somewhat common sense in nature. In my opinion, I don’t believe Mark Zuckerburg, Bill Gates, Lee Iacocca, Mark Cuban, or Donald Trump used these EXACT theories of management to become successful owners of businesses and organizations. Think of how the main points and sub-headings pertain to your current job or another job you have held in the past. My personal examples provide a simplistic version that proves with the right planning, organizing, staffing, leading, and controlling, a tiny HVAC company could become an even larger success than what the owner had initially hoped for. Enjoy!

The Planning Function
Upon retirement from the USAF and a short term of employment at Sandia National Laboratories, I was hired to manage a heating, ventilation, and air conditioning (HVAC) company. I was not very familiar with HVAC systems, but as a home owner I knew enough about them that I was comfortable in that type of environment. The owner of the company seldom communicated with the HVAC technicians because he wanted them out of the shop and either on their way to the job site or at the job site no later than 8:00 a.m. The company had seven HVAC technicians, an accountant and me, the company manager. A few of my daily tasks were to maintain the weekly service call, maintenance, and installation schedules. This required extensive planning and communication with the technicians. As the manager, I was responsible for enforcing the owner’s company goals then motivate the employees to reach those goals via several courses of action. I used a variety of planning activities to include bi-weekly staff meetings, reviewing internal and external factors such as employee’s scheduled vacations, budget statuses, job site locations, and the weekly weather forecast. I also had to take into consideration the strengths and weaknesses of our employees. Some technicians had more experience and education than others, so I had to match jobs with installers or service technicians. There were some jobs our company was not qualified to do, such as electrical installation and hook up. None of our technicians were licensed electricians, which was a handicap for the organization. If a job required electrical installation or upgrade, I would coordinate with one of our electrical sub-contractors to ensure they could be on the job site when the equipment was ready for electrical hook up and start up. Our accountant was responsible for all aspects of receiving and distributing monetary resources to complete the company’s goals. One of the many

challenges we faced was keeping informed of the government incentives for households to install more efficient heating and cooling systems. We were in constant communication with our system vendors to get the latest and greatest government rebates and installation incentives and deadlines. Economic and technological changes were another challenge because we had to stay abreast of new and emerging heating and cooling systems to stay competitive in the HVAC industry. Planning for an organization occurs with some degree of uncertainty because the end result is somewhat unknown. As the manager, I sometimes had to take certain risks with company...
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