Management Theoretical Definition and Functions

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Table of Contents

Introduction
Management planning
Management organization
Management leading
Management controlling
Conclusion
Bibliography

Introduction

Management is a very critical tool in the success of all businesses. It give a basis under which the organizations carry out their day to day activities with the common objective of meeting certain laid down goals. The functions of management should be differentiated from other organizational roles.

However, there have been a lot of misunderstandings concerning the definition and role of management in any business set up. The four basic functions of management as mentioned above have helped in providing a basis under which management can be defined in a theoretical manner (Waddell, et al,. 2011, p. 324). This paper looks at the theoretical definition and functions of management.

Management planning

The planning function of management entails the identification and setting of objectives as well as defining the mode of action to be enacted in order to meet those objectives. For this function to be carried out effectively, management should be aware of both internal and external factors affecting its organization so as to allow for easy forecasting of future conditions/factors. It also requires good decision making ability.

Planning function of management takes the course of a process where environmental awareness by planners helps them beware of certain critical events that may occur and affect the organization in future. Such environmental factors may include market competitors, availability of customers and other economic factors such as inflation. Such possible contingencies then give the planners a basis under which they can try to forecast future occurrences.

Planning is therefore done based on the forecasts made. Setting of goals and objectives gives the managers a better chance of effectively planning various activities of the organization. Evaluation of possible courses for achieving those objectives should be done and a decision made on the best course (Watson 1996, p. 332). Effective execution includes identifying the methods to be used towards achieving the set goals. In order for corrections to be made, planning management should also practice evaluation to identify them.

There are three basic types of management planning. Strategic management analysis the strengths and weaknesses of the organization regarding market competition and formulates ways of positioning the organization at the top of the market. Mostly, strategic planning is carried out by the top management in an organization.

Tactic planning involves the identification and employment of concrete ways of implementing strategic plans in an organization. Since this is a medium level of organization, middle level managers often conduct the tactical planning function. Operational planning however does not require setting of objectives and then working on them but rather involves working on assumptions of such goals.

Management organization

Management organizing deals with assigning duties to subordinate and constructing structures which would ensure efficient completion of work. A well structured organization has better chances of succeeding as a result of coordinated execution of duties. The organizational structure is constituted in a graphical chart to reflect the objectives of the organization.

Management organizing also deals with assignment of individual duties within an organization (Roberts 1984, p. 291). Management organization also identifies and assigns duties as well as presenting the effective ways of performing them.

Organization management function also specifies the need to create job specialization by dividing labor in relation to specialty of the employees in order to ensure effective production of an organization. There are several ways by which organization functions can be implemented through departmentalization including creation of departments according to products, specific customers, function and location.

Organization functions also works at specifying performance at individual perspectives to ensure maximization of labor force. In order to avoid negative impacts of lacking departmentalization such as job dissatisfaction, organization management should ensure that there is division of labor and specialization o promote individual proficient performance. In order to create a balance between individual job specialization and job liberty for workers, organization management is now creating jobs based on teamwork and enrichment.

Management leading

Management leading roles involve having strong influence on other members of an organization towards attaining the organization’s objectives and goals. This entails effective motivation on other personnel through effective use of power and communication (Watson 2006, p. 2870. This calls for understanding between the manager and the rest of the personnel including the subordinate staff especially on personal attributes, emotional attributes and values.

This managerial function needs one to have knowledge and clear understanding on personal behavior. In addition, this function requires studies and research on personality attributes. Leading management roles also require one to have good communication skills since communication is a very essential tool in the success of any business and the managers need to have persuasive ability in order to have influence on their employees. Leadership studies are also necessary to enable managers choose best leadership styles.

Management controlling

Controlling management function involves the maintenance of performance at the required standards. This role entails the establishment of the performance standards, then comparing them with the actual performance and then taking corrective measures where a necessity arises.

There are several ways of measuring performance standards including both monetary and non monetary tools of standardization such as customer satisfaction (Minnnzbergg 1973, p. 115). Most performance standards are measured using monetary tools. Many managers are involved in the controlling function at some level.

However, this managerial function may have been implicated in manipulating the behavior of individuals in the workplace. This should not be the case as the controlling function of management involves ensuring that work related activities are carried out consistently by all subordinate members towards contributing to the realization of the organization’s objectives.

Effective managerial controlling roles require the establishment of plans which would then lay a basis for performance standards (Koskela and Howell p. 1). Similarly, clear understanding of the standard deviations is essential in taking responsibility. In order to keep up to date checks on performance, financial checks have to be done regularly. Additionally, control of non financial tools such as operation and service delivery is an equally effective way of controlling an organization’s performance.

Conclusion

Management is very critical tool for business organizations because it forms the basis of the success of the organization since most managers are the decision makers of many organizations. It is therefore important to keep managers within their signatory duties to avoid overloading them with other responsibilities outside their jurisdiction.

Despite the fact the business world is changing every day as more and more tools are being used in performing managerial roles, these very essential functions are still being exercised as they are the basis of all other managerial roles. Definition of these roles should therefore be made distinct in all organizations in order to effect the managerial functions.

Bibliography

Koskela, L. and Howell, G. Reforming project management: the role of planning, execution and controlling. Web.

Minnnzbergg, H. (1973). The nature of managerial work. New York: Harper & row.

Roberts, M. (1984). The moral character of management practice. Journal of management studies, vol. 21, no. 3, pp. 287-302.

Waddell,D., et al. (2011). Contemporary management. McGraw-Hill, Australia pty limited.

Watson, T. (1996). How do managers think? Management learning, vol. 27, no. 3, pp. 323-341.

Watson, T. (2006). Organizing and managing work. Penguin UK, London.

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