Managerial Functions.
Introduction
Managers create and uphold an internal environment, commonly called the organization, so that others can work efficiently. In any organization, a manager 's job consists of planning, organizing, staffing, motivating, leading and controlling the resources of the organization. These functions also include counseling and coordinating with subordinates and peers. These resources include people, jobs or positions, technology, facilities and equipment, materials and supplies, information, and money. Managers work in an energetic environment and must foresee and adapt to challenges."
Eight Managerial Functions
Planning
Planning involves selecting missions and objectives and the actions to achieve them. It requires decision-making. For every organization, planning process is rational and agreeable to the scientific approach to problem solving. It consists of a logical and systematic series of steps. Managers of higher level have to follow these steps:
* Define the mission.
* Conduct a situation analysis by assessing strengths and weaknesses and identifying opportunities and threats.
* Set goals and objectives.
* Develop related strategies.
* Monitor the plan.
Almost every manager, junior or senior is involved in planning process, directly or indirectly." (Principles of Management)
Organizing
"It is that part of managing that involves establishing an intentional structure of roles for people to fill in an enterprise. The purpose of the organizing function is to make the best use of the organization 's resources to achieve organizational goals. Organizational structure is the formal decision-making skeleton by which job tasks are divided, grouped, and harmonized. It is the extent to which the units of the organization are explicitly defined and its policies, procedures, and goals are clearly stated. It is the official organizational structure envisaged and built by top management and supervisors." (Allen, 1998)
Leading
It influences people to
Managers create and uphold an internal environment, commonly called the organization, so that others can work efficiently. In any organization, a manager 's job consists of planning, organizing, staffing, motivating, leading and controlling the resources of the organization. These functions also include counseling and coordinating with subordinates and peers. These resources include people, jobs or positions, technology, facilities and equipment, materials and supplies, information, and money. Managers work in an energetic environment and must foresee and adapt to challenges."
Eight Managerial Functions
Planning
Planning involves selecting missions and objectives and the actions to achieve them. It requires decision-making. For every organization, planning process is rational and agreeable to the scientific approach to problem solving. It consists of a logical and systematic series of steps. Managers of higher level have to follow these steps:
* Define the mission.
* Conduct a situation analysis by assessing strengths and weaknesses and identifying opportunities and threats.
* Set goals and objectives.
* Develop related strategies.
* Monitor the plan.
Almost every manager, junior or senior is involved in planning process, directly or indirectly." (Principles of Management)
Organizing
"It is that part of managing that involves establishing an intentional structure of roles for people to fill in an enterprise. The purpose of the organizing function is to make the best use of the organization 's resources to achieve organizational goals. Organizational structure is the formal decision-making skeleton by which job tasks are divided, grouped, and harmonized. It is the extent to which the units of the organization are explicitly defined and its policies, procedures, and goals are clearly stated. It is the official organizational structure envisaged and built by top management and supervisors." (Allen, 1998)
Leading
It influences people to
Cited: Kevin Freiberg and Jackie Freiberg, 1996 Southwest Airlines Crazy Recipe for Business and Personal Success, 1996 Bard Press Allen, Gemmy, 1998, Modern Management: Supervision. Principles of Management. McGraw Hill Likert, Rensil, 1967 New York McGraw Hill