Functions of management
HI, FRIENDS. It’s good to be with you all again. Our lesson this week looks at the fundamentals surrounding the functions of management. The follow-up lesson will cover the responsibilities of management to different groups. The specific objectives related to these two topics are as follows: Students should be able to:
1. Describe the functions of management.
2. Outline the responsibilities of management.
These topics are important whether you decide to own and manage your business or to employ a salaried manager. Let us begin by considering the term ‘management’.
Management is the art of combining human and non-human resources of an organisation and directing the activities of that organisation so that its goals may be met.
Regardless the type of organisation being operated, the management functions are the same; that is, management functions are universal in nature. The task of the manager can be very varied and will involve the following main elements:
1. Planning – This is the first stage of the management process. It refers to the manager looking ahead and preparing for the future. The overall policy of the business should be planned. This is then broken down into short-term and long-term plans. This function also involves the formulation of an organisational structure, defining the duties and responsibilities of the personnel employed, and the manner in which their activities are to be interrelated.
2. Organising – This means the pulling together of all resources, for example, capital, labour and technology, so that the goals of the organisation may be met. In recent times, organising includes the pooling of information. All resources must be in the right place, at the right time, so that plans can be put into action to enable the business to function efficiently.
3. Directing – This function involves giving instructions or directions to subordinates and ensuring that they know how to do what they have been instructed to do. Instructions should be clear and complete, and subordinates should carry these out to the best of their ability for the benefit of the organisation.
4. Controlling – There is a need, at appropriate intervals, to see whether or not the objectives of the organisation are being met. Controlling involves supervising and checking to ensure that jobs are being done in accordance with the outlined plans. Managers may need to change plans or explain things to subordinates to ensure that the objectives of the business are being met.
5. Coordinating – This involves the managers working together with other managers from other departments in the business to ensure that the overall goals of the business are achieved. They should not do anything that will conflict with what another department manager is doing.
6. Delegating – This refers to the fact that managers assign some of what they have to do to subordinates. They do this in order to lighten their own load and sometimes to see if their subordinates can manage the work and can, therefore, be given consideration for promotion.
7. Motivating – This means to encourage. There are two forms of motivation: internal and external. Managers will encourage subordinates to work harder. They do this by offering incentives such as higher pay, fringe benefits and even praise. This is external motivation. Successful motivation will ultimately benefit the business, as workers will be encouraged to work harder and the business will gain greater profits.
8. Evaluating – This is similar to controlling. However, it is undertaken at the end of the special tasks. It is done to see if all the aims and objectives were achieved and to decide if next time everything should be done the same or if certain adjustments would be in favour of the business.
The principal of a school is the school’s manager. Your task for this week is to relate the functions of management to the principal of a school. You should say in each case what the principal will do to carry out each management function. See you next week. At that time, we will cover the responsibilities of management. Yvonne Harvey is an independent contributor. Send comments to kerry-ann.hepburn@gleanerjm.com.