Theoretical Definition and Functions of Management

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Table of Contents

Introduction
Management planning
Management organization
Management leading
Management controlling
Conclusion
Reference List

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.

The four basic functions of management have helped in providing a basis under which management can be defined in a theoretical manner. 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. 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.

For instance, in a production organization, management planning roles are applied in three basic forms. Strategic planning focuses on analyzing the position of the organization in the marketplace by evaluating the weaknesses and strengths of the organizations products. This function also entails the formulation of ways of positioning the organization at the top of the competitive market.

The other planning management role employed in the production industry is tactic planning which involves the identification and employment of concrete ways of implementing strategic plans on improving production. The final role employed in a production organization is operational planning which involves working on assumptions of goals and objectives set by other levels of management.

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 (Advameg, 2011, p. 1).

Similarly, in a production organization, organization roles of management entail identification and assigning of duties to different departments such as operational and sales departments. Organization roles in a production organization also involves coordinating all activities of the organization from the decision making roles to implementation of goal specific duties, operational activities on machinery and marketing of the organizations products.

Management leading

Management leading roles involve having strong influence on other members of an organization towards attaining the organizations objectives and goals. This entails effective motivation on other personnel through effective use of power and communication. In the production organization, leading roles of management involve the motivation of employees by providing them with communication tools to promote free coordination of activities and interaction between the organizations personnel and the leaders.

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. 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. In the production organization, controlling roles of management involve controlling costs and standards of production. This is to ensure goods are produced in high quality levels (Koskela and Howell, 2001, p. 1).

Similarly, clear understanding of the standard deviations in operational activities of the production organization is essential in taking responsibility. In order to keep up to date checks on performance in both production and marketing, 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 a production organizations 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.

Reference List

Advameg. (2011). Management functions. Web.

Koskela, L. and Howell, G. (2001). Reforming project management: the role of planning, execution and controlling. Web.

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

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