Organizing Function of Management
University of Phoenix
MGT 330 - Peggy Terrasi
Learning Team C
Team Members: John Champagne, Malka Feast, Jason Fruge, David Rampolla, Tom Tumminelli, Derrell Beck, Vinton Morgan
Organizing Function of Management
The four functions of management: planning, organizing, controlling and performing are all crucial to managers and corporations across the world. After the planning function of management from the top executives down to all management staff, organizing the resources of the organization is a key element to provide the necessary action into place. Specifically, organizing physical assets, human resources, knowledge management, and technology are key elements to organize. Physical assets are probably the most obvious to organize. Conocophillip's physical assets are assets that are considered to be a quick liquidation for funds, such as real property, equipment, shares, holdings, and investments. This is found in the business set-up as it comprises the workforce, the sites, the buildings and any investments that involve money. A very important part of physical assets is in the creation and preparation of the monetary investment reports. Within the report is the listing of tangible assets and non-tangible assets. Tangible assets are the same as real property, equipment or other items needed physically to run the company. Non-tangibles are items that can be reduced for cost savings and are not considered quick liquidation items. According to Myburg (), "1. Maintenance and its management is [sic] regarded as a sub-set of a larger system of "Physical Asset Management." 2. Various sub-systems of Physical Asset Management have matured and Became well-entrenched, notably Reliability-Centered Maintenance (RCM), Total Productive Maintenance (TPM) and Total Quality Management (TQM). TQM has its origins in a 1951 publication by Armand Feigenbaum, and has since developed into a comprehensive business management methodology. This spans all organizational segments." A company needs to organize the physical assets of the company, whether buying, selling or leasing assets. Human resources are assets that are non-tangible, and must be managed differently. Human Resources Management
The management strategies in the human resources division must be changed over the years to keep up with the updates and constant change with technology. When hiring new employees, the human resources section must follow certain regulations. Before an interview, the interviewers must follow a checklist. Personal and professional references should be researched. This research could determine the prospective employee's job performance. Key personnel should be present for the interview and information about the interview agenda must be shared among the panel. Questions about disability, religion, sexual orientation, marital status, and age should be avoided at all costs. Once an employee has been hired, he should be provided with the company's policy and procedures manual that include information about the dress code, vacation time, work hours, bonuses, raises, and acts for grounds of job termination. If a dilemma should arise with an employee's performance, then a private meeting should be arranged with a witness, if necessary. A warning must be submitted in writing in order for it to be valid. "By following a few simple procedures in both the hiring and disciplinary process, you will be in a better position to avoid personnel "surprises" than can befall all of us (Goodman, 2003)." The strategies that have surfaced in the improvement of human resources management are revamping, usage of new technology and possible alternatives that may be available. "Managers, responsible for delivery of human resources (HR) services, are faced with the pressure to simultaneously increase productivity, improve service delivery time cycle time, and increase service quality (Dierdorff, 1996)." When revamping the human...
References: Curt Dierdorff. (1996). Improving Effectiveness of Human Resources Services (Human Resources Management in Federal Agencies). The Public Manager: The New Bureaucrat, 25(3), 45-47. 27
Harley (Bill) Goodman. (2003). Managing Human Resources: From Hello to Goodbye. ASHRAE Journal, 45(9), 61-63.
Bateman, T. S. (2009). Management: Leading & Collaborating in a Competitive Word, Eighth Edition. McGraw-Hill.
Myburg, J. A. () Physical Asset Management Systems Concepts. Retrieved June 12, 2009 from http://www.sama.org.za/media//DIR_36301/PhysicalAssetManagement_JMyburg.pdf
Boone, L., & Kurtz, D. (1999). Contemporary business (9th ed.). Orlando, FL: The Dryden Press
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