Four Functions Of Management In Action example essay topic

The Four Functions of Management Management is the process of working with other and capital to achieve organizational goals. Also management is defining as creative problem solving. This creative problem solving is accomplished through the four functions of management: planning, organizing, leading and controlling. The intended result is the use of an organization's resources in a way that finish its mission and objectives. Every good manager, supervisor or leader does those tings both effectively and efficiently. At the present time in MED DAC-Japan the organization in which I am employ, is working to reorganize some the way they offers services to the military community.

Very interesting it is to see as the four functions of management in action. In the business world today, the great executives not only adapt to changing conditions but also apply fanatically, rigorously, consistently and with discipline the fundamental management principles. These fundamentals include the four traditional functions of management. They remain as relevant as ever, and they still provide the fundamentals that are needed in star ups as much as in established corporations. Management success is expanding through accomplishment of mission and objectives of the organization.

Managers and leaders fail when they do not achieve mission and objectives established. Success and failure are attached in a straight line to the reasons for being in business, mission and objectives. On the other hand, accomplishing mission and objectives is not enough. Success requires equally effectiveness and efficiency. Managers, leaders and supervisor who achieve their mission and objectives are believed to be effective.

Efficiency describes the connection between the amount of resources used (the input) and the amount to which objectives were accomplished (the output). However, management is complete only if the manager or team leader has become familiar with the specific situation in which he or she can develop and applied each one of the four function of management. The FunctionsPlanningPlanning is specifying the objective to be achieved and deciding in advance the correct action needed for the team or company to achieve those goals. Also is concerned with the future impact of today's decisions. Planning is a fundamental function of management from which the other three stem. The need for planning is frequently evident after the fact.

Organizing, leading and controlling functions branch from the planning function. The manager or leader is prepared to organize and lead only after every objective and every plan to reach the goals are in position. Planning is important at all levels of management. As part of the re-organization they were established some objectives and goals. Planning was a fundamental function to be able to reach the goal.

Some of the objectives and goals are improve the accuracy of patient identification, improve the safety of using medication and reduce the time in every medical transportation and EMS call. Analyzing the information recompiled in the last 3 years and studying many situations we could establish a plan of action where we can interact better with the hospitals in Japan. Organizing Organizing is assembling and coordinating the human, financial, physical, informational, and other resources needed to achieve goals. Also is establishing the internal organizational structure of the business. The focus is on division, coordination, and control of tasks and the flow of information inside the organization. Managers, leader and supervisors hand out responsibility and authority to there subordinate in this function of management.

Organizing activities include: 1. attracting people to the organization 2. specifying job responsibilities 3. assemblage jobs into work units 4. collect and distribute resources 5. creating conditions so that people and thing work together Each one of these activities are focus on make the team or organization achieve maximum success. Now and in the future a new forms of organizing and viewing their people as perhaps their most valuable resources. This to build organizations flexible and adaptive to the customer needs. Organizing is particularly important in family businesses where each family member has multiple roles: family, business and personal. Confusion among these roles complicates the decisions to take. Leading Leading is motivating, inspired and encourage people or subordinates to be high performers.

Also leading is directing and influencing people's behavior all the way through motivation, communication, group dynamics, leadership and discipline. The purpose of leading is to guide the behavior of all human resources and employees to achieve the organization's mission and objectives at the same time as all together helping to achieve their own career goals. Today managers must be good at mobilizing people to contribute with their ideas. The leading function gives the manager an active rather than a passive role in worker performance, behavior and accomplishments. Managers achieve their objectives all the way through there people or workers. This function gives managers and supervisors a second responsibility: helping people or workers in the organization complete and achieves their individual career goals.

Helping people in the organization with career planning and professional development is a vital part of the leading function and also a great way to motivate the subordinates. Controlling Controlling is the management function of monitoring progress and making needed changes. Controlling is a process of establishing performance standards based on the organization objectives, evaluating and reporting actual performance, comparing the two, and taking corrective or preventive action as necessary. This function makes sure that goals are met. All the successful organizations, not important the size or how big they are pay close attention to the controlling function. In these moments we are learning of our errors and modifying part of the system of medical transportation and patient's identification where some errors reduced the effectiveness of the organization.

The four functions of management are not part of a process where we cannot go back and fixed. Many times when we find an error in the system or the service that we lend, we return to the base and we planning again. In other occasions we modify a little and we are more flexible. In this way, we are able to offer a service of excellence to our community. A manager or leader cannot do everything for an organization; if the manager tries, he will not be successful at leading. Learning how to delegate responsibility or just spreading the work around is an essential skill for a manager of any organization.

Effective delegation produces benefits for the organization for example: 1. Allows more people to be actively involved. 2. Distributes the workload. 3.

Motivates members by giving them value and importance. 4. Allows members by giving them value and importance. 5. Allows members the opportunity to learn. 6.

Helps an organization or committee run more efficiently. Many leaders have difficulty delegating responsibility. Most often they would prefer to do the mission themselves to make sure the job gets done right. While this method can be more convenient, it can also breed lack of concern among uninvolved, unmotivated members and eventually results in the loss of members. Distribution your authority with others can be the greatest single motivator in retaining members and strengthening the organization and the relation between the team members. Delegation is not 'dumping' or simply distributing tasks.

It is a skill that fairly few mangers development to a high level. Done well, delegation makes a significant difference to the motivation of the subordinates and productivity of the team. Delegation also frees management time to allow tracking down of priority goals. This aids the career of the manager and the success of the team. The manager will not always be available doe to holidays, internal meetings and sickness. The flexibility of the team to deal with problems and opportunities is increased by the understanding and skill created by effective delegation.

The growth of the organization is often limited by the quality of new managers. To delegate ensures new managers have a head start in their roles. Highly effective delegation is a powerful and absolutely learn able skill. The reason that delegation so often fails is because few people know and full understand how to work. To get consistently high quality results, you must learn and execute the skill required in each stage, which are training, supervising, coaching and the transferring of authority. Guidelines for Effective Delegation: 1.

Choose the appropriate people by interviewing and placing your members carefully. Consider their time, interests, and capabilities. Specific responsibilities to be delegated to a particular person must be appropriate for the growth or development needs of that person at that time. 2.

Explain why the person was selected for this task. 3. Delegate segments that make sense; not bits and pieces of a task. Explain the big picture and how their task fits into the project, etc. 4. Discuss the task at hand.

Discuss ideas; mutually set possible goals and objectives. Do not lower standards. Do not insult your people. 5. Define clearly the responsibilities being delegated to each person. Explain what is expected of the person and the bounds of their authority.

Be sure agreement is reached where the person can function freely. 6. Give accurate and honest feedback. 7.

Really delegate. Most responsible people do not appreciate someone looking over their shoulder, kibitzing, or taking back parts of their assignment before they have a chance to do it. 8. Stress the importance of evaluation. You must not overlook the need to evaluate and measure the extent to which your actions conformed to your plans, if the plans went well, or if the original plans were appropriate and worthwhile.

Bibliography

U.S. Department of the Army. Army Headquarters. (1999, August) FM 22-100 Army Leadership: Be, Know, Do.
Management the New Competitive Landscape. New York: McGraw-Hill / Irwin. Business e-Coach. (2005).
Decentralization and Delegation. Retrieved May 27, 2005, from web guide / mgm t decentralization delegation.