Functions_of_Management

Functions of Management MGT/330 9/26/10 Kai D. Hintze Functions of Management The four basic functions of management are planning, organizing, leading, and controlling. I say “basic” because each of these functions have sub-categories that have functions of their own that I will discuss in further detail in each of the preceding paragraphs. I shall begin with the planning phase which, coincidentally, is the initial phase of the four functions that is utilized when creating new methods or mandates for a company. Though it is the first phase, is does not stop after moving to the next functions, as stated in our e-Book “delivering strategic value is a continual process in which people throughout the organization use their brains and the brains of customers, suppliers, and other stakeholders to identify opportunities to create, seize, strengthen, and sustain competitive advantage” (Thomas S Bateman, 2009, p. 1). The planning function encompasses the processes of brainstorming new ideas and creating goals, taking into account what is needed to accomplish the new ideas or goals, and trying to gauge the influence these actions will have on the future. In the steel mill I presently work for the planning phase encompasses evaluating orders to determine the amount of material needed, the size of workforce required to finish on time, and how to align the materials and workforce in order to stay within budget. The organizing function is best described as the beginning process of implementing the ideas and goals created in the planning phase. Setting up the workforce in the correct groups and defining management roles for each group is a pivotal part of organizing. Creating a workforce, if there is an absence of one, which feels safe and appreciated falls under the organizing banner as well. Allocating resources that are to be used for the completion of goals is also accomplished in this phase. Many companies will build charts and other paperwork that clearly presents their projections for the contract. The organizing in the steel mill entails the delegation of tasks to each section of the mill. The initial amount of materials needed is conveyed to the steel making division. Then the division that manufactures the type of product the particular contract calls for, being rail, bar and rod, or seamless pipe, is notified of the contract and preparations are initiated. These preparations include setting the workforce’s hours and sizes as well as ensuring past contracts in that mill have been completed and they are ready to begin another. The leading process has much to do with the attitude that is instilled in the workforce. Leading no longer means being the “boss” and relaying expectations to the employees. Leading is indefinitely linked to keeping the workforce productive and involved through proper treatment and transparency. Leading is not just knowing the job inside and out, but it involves knowing the employees as well. The workforce in this era is extremely diverse requiring management to hone the skills of leading both females and males with multi-national backgrounds. “[the] shift in demographics plus the pressure from a growing competitive global marketplace are forcing organizations to rethink models of business success” (Mccuiston, Wooldridge, & Pierce, 2004, p. 72). The role of leading plays itself out in the steel mill through multiple levels of managers down on the floor regularly. The safety managers are ensuring a healthy environment as well as asking questions of the employees who could lead to better working situations. There are middle managers who meet with the frontline managers on a weekly bases to improve the line of communication that connects the floor to the “ivory tower” where the top line managers reside. There is even occasions when the frontline managers will work alongside the labor force in order to represent a positive role model as well as display an “I won’t ask you to do something I’m not willing to do myself” attitude. The task of controlling can be perceived as similar to leading in the way that it is hands-on and more effective “down in the trenches.” Controlling is a function that some may regard as the most critical. Once the planning, organizing, and leading functions have been attended to, the controlling phase is enacted to unsure all goals are met in a safe and productive manner. From a citation in the Sloan Management Review from Harvard University “a good management control system stimulates action by spotting the significant variations from the original plan and highlighting them for the people who can set things right” (W.D. Brinckloe, M.T. Coughlin, 1977, p.298). The controlling process at the steel mill is carried out through the means of weekly meetings with all staff. These meetings cover any divergence from the original projections and any safety hazards that may require correcting. The changes identified as necessary are then implemented and will be assessed for efficiency and safety. In closing, the four basic functions of management are not only necessary for a profitable company but also are conducive to a productive and safe workforce. When all four functions are implemented properly the level of production and workers contentment are lifted to levels that behoove all levels of a hierarchy throughout the company. References Brinckloe, W., & Coughlin, M. (1977). Managing Organizations. Encino, CA: Glencoe Press. Mccuiston, V. E., Wooldridge, B. R., & Pierce, C. K. (2004). Leading the diverse workforce: profit, prospects, and progress. Leadership & Organization Developement Journal, 73-92. Thomas S Bateman, S. A. (2009). Management: Leading & Collaborating in a Competitive World, 8th Edition. McGraw-Hill.