Planning, Leading And Controlling in Management

Planning, Leading And Controlling in ManagementIn the era of modernisation these days, it appears that the purpose of private instructors in every(prenominal) single organisation is becoming so essential that we atomic number 18 required to understand the real concept behind management as well as the literal tasks performed by a manager. An understanding of the nature of management is vital for each members of society because all of us will at home period to be a manager, and an understanding of the concept will enable us to become more effective in that single-valued function. Throughout the development of management, there be classical theories of management and modern management possible action. Henri Fayol and Henry Mintzberg are both key figures in the management theories today and they are also both internationally renowned academic and authors on tune and management with many articles and many books written.Henri Fayol (1841 1925) a French management theorist and m anaging director of a French tap company, is frequently seen as an essential early contri scarcelyor to classical school of management theoies or more particularly, administrative management. He believed that management is an acquired skill and atomic number 50 therefore be taught. He wanted to introduce a set of principles that all organisations whoremonger apply in order to run properly. He reinforced his theory of the five management functions upon personal observation and experience whilst he was working with French mining organisations, to find what worked well in terms of organisation. This theory was introduced in 1916. These functions serve the purpose of predicting the future of the environment and planning a relevant business strategy, developing a social and technical structure to the organisation, managing the activities of the staff, integrate plans and activities across the organisation and ensuring conformity with the plan via authority and feedback mechanisms to correct inappropriate activity but as he wrote his works in French it was not until some time afterwards that his management functions were recognised worldwide. The five functions were planning, organizing, commanding, coordinating and imperative.PlanningThis is the first tool of the four functions in the management process. The difference between a successful and unsuccessful manager lies within the planning procedure. Planning is the logical thinking through goals and making the decision as to what needs to be accomplished in order to reach the organizations objectives. Managers use this process to plan for the future, like a blueprint to foresee problems, decide on the actions to evade tough issues and to beat the competition. Planning is the first step in management and is essential as it facilitates control, valuable in decision making and in the avoidance of business ruin.OrganizingIn order to reach the objective outlined in the planning process, structuring the work of the organization is a vital concern. Organization is a matter of appointing individuals to assignments or responsibilities that blend together to develop one purpose, to accomplish the goals. These goals will be reached in accordance with the companys values and procedures. A manager must know their subordinates and what they are capable of in order to organize the most valuable resources a company has, its employees. (Bateman, Snell, 2007). This is achieved through management staffing the work division, setting up the training for the employees, getting resources, and organizing the work stem into a productive team. The manager must then go over the plans with the team, break the assignments into units that one person can complete, link associate jobs together in an understandable well-organized bolt and appoint the jobs to individuals. (Allen, G., 1998).LeadingOrganizational success is determined by the quality of leadership that is exhibited. A leader can be a manager, but a man ager is not necessarily a leader, says Gemmy Allen (1998). leadership is the power of persuasion of one person over others to press actions towards achieving the goals of the company. Those in the leadership role must be able to influence/motivate workers to an elevated goal and direct themselves to the duties or responsibilities assigned during the planning process. (Allen, G., 1998). Leadership involves the interpersonal characteristic of a managers position that includes communication and close contact with team members. (Bateman, Snell, 2007).ControllingThe process that guarantees plans are being implemented properly is the controlling process. Henri Fayol stated that Controlling is the final link in the functional chain of management activities and brings the functions of management cycle full circle. This allows for the performance standard within the group to be set and communicated. Control allows for ease of delegating tasks to team members and as managers may be held acc ountable for the performance of subordinates, they may be wise to go through timely feedback of employee accomplishments.Henry Mintzberg was born September in Montreal, September 2, 1939. He was an internationally renowned academic and author on business and management. He is unify to Sasha Sadilova and has two children from a previous marriage, Susie and Lisa.Henry Mintzberg is an internationally renowned academic and author who write prolifically on the topics of management and business strategy, with more than 150 articles and 15 books to his name. He came up with the roles of management, which he believes cover most of the things a manager will encounter in their job.The reality of management is that the pressures of the job drive the manager to take on too much work, encourage interruption, respond to every stimulus, seek the tangible and avoid the abstract, make decisions in small increments. Mintzbergs key ploughshare was to highlight the importance of understanding CEOs time management and tasks in order to be able to improve their work and develop their skills appropriately.these normative systems. Mintzberg does not deliver ex-ante what an (in)effective or (non)successful manager entails. He also neglects the relationship between managerial behaviour and organisational effectiveness. Furthermore, he takes a neutral position on the managerial role omitting influences such as ownership and power. Identified contingency factors explain differences in the make-up of managerial work.The empirical study is based on five organisations in action. The small sample size means that the results should not be applied to all industry, organisations or management positions. In his 1973 study, Mintzberg declared that the managers position is always the jump point in organisational analysis. He also argued that managerial roles are sequential a manager first makes interpersonal contact through his formal precondition which in turn allows cultivation processi ng and leads to decision making. Mintzberg later rejected this relationship based on new empirical data.The term management roles refers to particular proposition categories of managerial behaviour, and Mintzberg concluded that what managers do, can be described by studying ten different and interrelated roles, grouped around interpersonal relationships, transfer of information, and last, but not least, decision making.Interpersonal RolesThe ones that, like the name suggests, involve people and other ceremonial duties.Leader Responsible for staffing, training, and associated duties.Figurehead The symbolic head of the organization. radio link Maintains the communication between all contacts and informers that compose the organizational network.Informational RolesRelated to collecting, receiving, and disseminating information.Monitor Personally seek and receive information, to be able to understand the organization.Disseminator Transmits all import information received from outsi ders to the members of the organization.Spokesperson On the contrary to the above role, here the manager transmits the organizations plans, policies and actions to outsiders.Decisional RolesRoles that revolve around making choices.Entrepreneur Seeks opportunities. Basically they seek for change, respond to it, and exploit it.Negotiator Represents the organization at major negotiations.Resource Allocator Makes or approves all significant decisions related to the allocation of resources.Disturbance autobus Responsible for corrective action when the organization faces disturbances.ComparisonFayol identifies five elements of management- planning, organising, co-ordinating, commanding and controlling all of which he believed were necessary to facilitate the management process. In compare Mintzberg considers management activities to fall within three broad groups- interpersonal, informational and decisional which encompass his ten management roles of figurehead, leader, liaison, s pokesperson, disseminator, monitor, resource allocator, entrepreneur, disturbance handler and negotiator. Although due to their differences, these theories can be hardened as competing views, both can also be perceived as reinforcing the other as many parallels and similarities intrinsically exist. Consequentially the term managerial style combines the two theories.Mintzberg obtained his theory as a result of research based on observation. Hence, his roles directly depict what managers do. He argues that Fayols functions do not describe the actual work of managers at all they describe certain vague objectives of managerial work (Mintzberg 1971). As he observed the managers in his research, he found that all activities captured at lease one of his ten roles in practice whereas they could not be simplified to be known singularly as one of Fayols functions. For example, a manager sending a memo out to subordinates informing them of the outcome of the mornings meeting is directly takin g on the informational role of disseminator- providing internal personnel with information obtained either external or internal of the organisation.