Out of the four topics I would say the first step in the four functions of management is organizing. Organizing The first step of organizing would be self-organizing and time management. Without self-organizing your team will not be organized and will start going to other places for leadership. Once the self-organizing is done then the manager can start organizing the team. Time management for your team should be a priority the team leader.

The next step would be to develop a matrix and a chain of command. A clear chain of command will help organize the team. In my opinion Planning is the second step. Without proper planning the team or workers will start making their own plans and those plans may not be want the manager wants. Planning. While I was in the Navy I taught the people that worked for me that proper planning prevents poor performance.

So Planning is an important step in management and leadership. A successful manager needs to have skill in setting objectives, goals and strategies. There are plenty of software tool that a manager can use. In the Navy we used what was called PMS boards. Today I use Lotus Notes and MS Outlook to schedule tasks for myself. Once the Organization and planning is set.

Leadership has to be determined and set. Without strong leadership the team will not survive and the manager will be replaced when deadlines fail, or milestones are not met. Leading. Some leaders have a natural leadership styles while others are taught leadership though training and coaching. The downside of teaching and coaching is the instructor or coach might have some bad habits that are developed. One valuable tool I have learned to use that helps me be a good leader is the website Out of the Box Coaching TM and Breakthroughs with the Enneagram by Mary R.

Bast, Ph. D. 2005 she describes nine leadership styles and the faults and descriptions and as well as development skill. LEADERSHIP STYLE ONE: The Idealist A self-observing Idealist can be a wonderful leader: wise, tolerant, balanced, and focused on standards of excellence in ways that provide an exemplary vision for followers. Ones are often the purveyors of quality in an organization. LEADERSHIP STYLE TWO: The Mentor The most interpersonally oriented of all the leadership styles, healthy Mentors are unconditionally caring leaders who derive deep satisfaction from seeing and encouraging the development of others; they are typically great supporters of customer service.

Well-developed Twos will also be aware of their own needs, which provides balance in their lives and allows them to give freely, without expectation of return. LEADERSHIP STYLE THREE: The Star Star leaders are often expansive, risk-taking go-gutters who ensure high productivity for their organizations. Formidable models for others, they are efficient and supremely goal-oriented; consequently, they tend to rise to top organizational levels, or to run their own companies. LEADERSHIP STYLE FOUR: The Innovator Innovators are vital to the health of an organization because they are able to view things from a new slant and are not bound by tradition; they can keep an organization from slowly dying out of untested and outdated assumptions. LEADERSHIP STYLE FIVE: The Synthesizer Because of their ability to take in the whole picture and integrate its components in creative ways, well-developed Synthesizers can be consummate strategists and visionaries. Often very bright, they are extremely capable of influencing others through their knowledge.

LEADERSHIP STYLE SIX: The Partner Partners at their best are highly team-oriented leaders and excellent managers who bring out the best in everyone. These are energetic executives who attend to interdependent organizational needs, which shows up in their language as thoughts about the group. LEADERSHIP STYLE SEVEN: The Futurist Charming and easy to talk to, highly evolved Futurists are the organization's cheerleaders because of their natural optimism. They focus on long-term perspective and possibilities. Equality is important to them, so Sevens sometimes have to work around organizational constraints. LEADERSHIP STYLE EIGHT: The Advocate Advocate leaders who have paid attention to their own development are able to shoulder huge responsibility without having to control everything.

Right beneath the surface they are soft-hearted; when this is tempered with their typical self-confidence, they have loyal followers and can truly move mountains. LEADERSHIP STYLE NINE: The Diplomat Serene and centered, well-developed Diplomats bring cooperation to any organization; they are highly capable of dealing with others' problems and building consensus. They have a natural tendency to honor diversity, and can get along with almost anyone. (Bast, Ph. D.

2005) A great leader or manager has to do how to delegate and to whom. If a person is delegated a task that is not in his or hers skill set then more time will be spent bring that person up to speed on the task. Controlling Delegation is the keyword for controlling a project or a team. A manager has to fit the team members in the proper places in a team. In my Masonic lodge the top five positions are elected, five members are appointed but advanced to the next position the following year. The type of fit of your team members will not always be your choice.

So a manager has to fit people into spots that will best suit the needs of the manager or project. The manager also has to make sure that reports are made to him, to keep his members on track and to watch job performance. A manager has to set goal and keep his team organized while overseeing work and controlling resources. The manager has to have knowledge of different problems that will affect the team and how to control the problems to keep his team working to the best of the team abilities. References web of the Box Coaching, Mary R. Bast, Ph.

D. December 18, 2000.