Planning, Organizing, Leading, and Controlling in Management - Article Example

Every concept of management is classified and communicated through the use of headings, bold texts, and real-life examples. The use of pictures and tables enables comprehension of the subject matter. The author makes an interesting differentiation between manager and entrepreneur by stating that the former is involved in the growth of an existing business whereas the latter involves innovative thinking.

Furthermore, the book includes anticipated questions and their suggested answers. This is a helpful mode of learning as it clarifies various concepts reducing ambiguity. Emphasis is laid on contemporary theories of management such as that of the learning organisation. Mini-case studies provide readers a chance to practically apply various concepts learned in the chapter.  Also, the authors mention various techniques that enable organizations to respond to uncertainty including defenders, prospectors, analyzers, and reactors. It defines the management hierarchy as organizations starting with first-line managers and ending at top management.

Great emphasis has been laid on the concept of strategy including the different types of grand strategy such as growth, stability, and defensive strategy. These strategies vary in the amount of change they incur to the organization. Next, the major tools for strategic planning are discussed which include SWOT, competitive intelligence, and forecasting. Popular tools such as the BCG matrix by Boston Consulting Group are also mentioned.

The beginning of each chapter is marked by a set of prospective questions which serve as a checklist for the reader when reading the chapter. Small examples serve as mini case studies, at the end of which the reader is asked a question involving the application of concepts learned in the chapter. These are useful scenarios as managers may often be confronted with such real-life dilemmas in which a response is required. To this end, the author offers three bases of decision-making: rational decision, intuitive decision, and incremental decision. At the same time, the language used is simple, clear, and effective, and unnecessary jargon is avoided. Group dynamics, a crucial concept in contemporary management, has also been discussed along with various motivational theories such as Maslow’s hierarchy and Hertzberg’s theory.

The book also provides a sound theoretical understanding of various situational theories of leadership. Although this may sound like information overload, the author intends to develop a strong theoretical basis for readers of the book. Therefore, the book is highly comprehensive and includes a step-by-step approach to most concepts. An important distinction is made between transactional and transformational leaders whereby Tim Cook- the successor CEO of Apple is considered transactional whereas Steve Jobs is considered transformational in that he was responsible for Apple’s turnaround. The author devotes a relatively smaller chunk (towards the end of the book) to management in e-commerce platforms and more information and concepts regarding management and technology could have been incorporated. Finally, the importance of effective communication is stated in the book, and depth discussion of concepts in the communication process is detailed.

To conclude, the book provides a comprehensive description of various management concepts at the basic level. It aids understanding through categorized information and an easy-to-read layout.