Key Functions of Management - Admission/Application Essay Example

Planning is the first function of management that is fundamental to the success of an organization. Cole (2003 p 43) observes that all the aspects of management depend on planning to a large extent. It involves conducting an analysis of the present situation of an organization, as well as its future. After this analysis, the managers set the strategies for accomplishment of the organizational goals that are based on where the management would like the organization to be in future. Planning continues through out the life of the organization especially due to the fact that changes may be necessary so that an organization can cope with the dynamics of the operating environment. In other words, planning helps the managers to strategize to come up with solutions to emerging issues. It is important for the managers to deal with challenges facing the business as well as the utilization of opportunities for the success of the organization. Bradford (2000 p 58) observes that strategic planning is the practice whereby an organization changes its course of action to accomplish upcoming objectives. The managers are in charge of evaluating the operating environment and the internal factors that affect business through strategic planning to ensure that the organizational goals are accomplished. This involves conducting a SWOT (Strengths Weaknesses Opportunities and Threats) analysis to ensure that the business remains on track (Cole, 2003 p 51). Organizing is the second function in which the managers prepare for implementation of the plan. This is accomplished through evaluating and allocating the available resources to aid in the accomplishment of organizational goals. Shen (2005 p 87) observes that without proper organization, a company may face the problem of insufficiency of resources in some departments while others may be operating with a surplus of resources. Such a situation may hamper the realization of organizational goals. Through organization, managers are able to establish working teams and assign tasks to the workers. Departments are assigned roles and the organizational hierarchy is determined through organization. Directing is also an important management function, which involves overseeing the implementation of plans. Through this function, the managers are able to assess the performance of staff as well as their capabilities for the accomplishment of organizational objectives. Managers use their capabilities and skills to help the workers to accomplish tasks (Hannagan 2007 p 33). It involves regular interactions with employees and ensuring that the organizational rules and regulations are adhered to. Workers are assisted to accomplish career and personal development goals as well as accomplishing work-life balance. Managers generate enthusiasm in the workplace through good leadership whereby employees are rewarded for good performance. Errors are corrected through careful consideration of the cause and the ability of workers, and the managers observantly help the employees who make errors to get back on track. This helps in maintaining productivity in the workforce. Controlling is the fourth function of management whereby the managers clearly define the standards of performance measurement. The workers are informed on the targets that they are expected to accomplish in order for the organization to achieve its goals. Performance management is accomplished through controlling. Managers conduct an assessment and report regarding the worker’s performance. It helps the management to determine the strengths and weaknesses of workers, which is important in strategizing on hiring and conducting appraisals. It also helps in planning for organizational learning to improve the skills of workers where weaknesses are evident (Krass, 2000 p 67). The management of Serco Group PLC which is a London based multinational company has played a significant role in steering the organization ahead. An interview with the planning manager in the head office in London presented a view of how planning has enhanced organizational performance. It has been core to organizational productivity, especially regarding the expansion of the organization to offer services globally. The manager’s planning efforts have enabled the organization to utilize the available resources effectively with the company continuing to acquire other organizations globally. His strategic plans for the organization are focused on acquisition of foreign companies in order to enhance consumer relationships in the country where the new organization is based. He also plans for mergers with foreign companies to escape barriers to entry in foreign markets such as tariffs. More over, he focuses on acquiring popular organizations that have a wide customer base in foreign countries to enhance organizational growth, which has been accomplished in since the establishment of the planning department that the manager heads. One example of such growth strategies is the plan to acquire SI International which will help the organization to utilize the high potential North American market. The manager anticipates high organizational growth through this acquisition. Management Theories and Concepts Garbage Can Theory The Garbage Can theory focuses on decision making through a process that is not clearly defined. The management does not follow a particular process of establishing solutions to problems. Rather, solutions to problems are generated from the various events that occur within the organization (Druker, 2006 p 51). There is no particular course of action to deal with emerging challenges or utilization of opportunities in the operating environment. This theory portrays decision making as a process whereby different choices are have a potential to help in solving a problem, and that it requires the management to just settle on any arbitrary choice. Various people have different approaches to solving organizational issues. Solutions in the Garbage Can theory are not based on rational thought. Rather, it is a combination of different perspectives from the management team. Once a particular solution has been identified for a certain problem facing the organization, changes are allowed if it is discovered that there are other factors that needed to be considered regarding that problem. There is therefore no certainty about the particular problem that the decision makers settle on. The garbage can theory focuses on vague organizational behaviors. Solutions are rejected until the most appropriate one for the problem is found. In other words, the application of trial and error is common characterized by the random changes by decision makers regarding the various choices (Hannagan 2007 p 56). Theory of Constraints This theory is important in management as it focuses on the identification of the major drawbacks in the organizational operations and ensuring that all the management functions put the limitation in to consideration in the implementation of organizational activities. For example, failures that may result from the collapse of a supplier to an organization can be identified as a major constraint. However, its impact on the organization can be minimized by the awareness of the management regarding the problem, which helps in establishing alternative sources of materials in case the supplier fails to deliver. The essential concept in this case is the early warning regarding an impending danger. On the other hand, constraints may emanate from the authorities. The imposition of new tariffs can be one of the constraints. However, such a move can only affect the organization whereby management does not consider it as a constraint. With awareness, it is possible to either identify ways of dealing with the impact of the constraint, or operating with its presence (Cole, 2003 p 72). Constraints may originate from insufficient resources, which may hinder the accomplishment of goals within an organization. The employees may possess skills but fail to be presented with the necessary resources to facilitate the accomplishment of tasks. It is important for management needs to realize that there is a constraint which inhibits the utilization of the full potential of the employees (Shen, 2005 p 86). This can serve as the beginning of establishing a solution to problems facing the organization. The managers will always have in mind that there is a particular issue that needs to be addressed regarding the performance of employees. It can also form the basis of establishing new methods of operations whereby the workers will contribute their full potential in the absence of the resources. The Concept of Defensive Design (Murphy’s Law) The conception of defensive design is significant in management in the sense that managers need to make the necessary forecast regarding the outcome of certain actions within the organization. Bloch (2000 p 31) observes that managers who are usually faced with a dilemma of engaging in particular actions. However, it is usually difficult to determine whether the outcome of each action will be positive or negative, although it is clear that there is a high possibility of an undesirable result in one of the actions. This theory points out that managers tend to implement the organizational decisions regardless of the action that may have a negative consequence. In essence, it illustrates the fact that if something is bound to happen, it must happen. This applies to situations that are beyond human control, such as natural factors and such occurrences. Hannagan (2007 p 56) observes that in organizations whereby workers are allowed to work independently with minimal supervision, the management tends to select the most appropriate individuals for such tasks. However, amongst the highly specialized people, one of them is likely to make a mistake, no matter how strong the defense to prevent such an occurrence. Nevertheless, it is difficult to determine who will make the mistake as well as where and when it will be made in addition to the consequences. The defensive design applies under such circumstances in order to ensure that the reasons that can cause a worker to make a mistake are avoided, such as haste, forgetfulness and such causes of inconveniences. In Serco Group PLC, the concept of defensive design widely applies. As the management focuses on engaging in mergers and acquisitions, there are several constraints that emerge. These mainly present themselves in terms of worker performance. The workers of the organization that is being acquired may not have the same skills as those of workers in Serco. The same case applies when Serco merges with other organizations. However, any possible negative consequences do not prevent the organization from engaging in mergers and acquisitions. Defensive tactics are used to ensure that even if there happens to be differences amongst the employees, there can be no chance of underperformance. The human resource strategies are focused on minimizing chances of failure amongst new workers in the organization, or negative influence of the acquired organization on Serco’s workers. The application of the theory of defensive design is effective in the organizations efforts for mergers and acquisitions. It is also applicable in various organizational activities. This is because new organizational strategies have to be developed regardless of the uncertainties. As Krass (2000 p 68) observes, investment involves predictions, which present a number of uncertainties that should not act as a hindrance to accomplishment of goals. Nevertheless, the management of Serco needs to focus on other schools of thought such as the theory of constraints. This is because hindrances will always present themselves in the organizational operations, and productivity has to be maintained. A combination of the constraints theory as well as the defensive mechanism can help in maintaining organizational effectiveness, especially if the company capitalizes on the strengths of each theory. The Social Identity Theory of Team Development The social identity theory of team building focuses on the social factors that influence people in effective team development. These are dependent on personal belief in regard to the social structure (Druker, 2006 p 34). An individual tends to posses a sense of belonging to a particular group which is different from others. This interpersonal conduct is important in establishing strong social groupings. However, there is also a tendency of the group members demonstrating individualism after consideration of personal differences from the mainstream. In such cases, one gender is likely to segregate itself from the group to form another, but if that is impossible, the person may tend to form a splinter group such that the main group will consist of several smaller groups consisting of individuals who share similar characteristics (Scullion & Starkey, 2000 p 62). In general, a group always remains strong if the members share the same beliefs and characteristics. With the understanding of this theory, managers can develop effective work groups in organizations, which comprise individuals who share similar characteristics or tasks (Shen, 2005 p 84). For example, a marketing team can be composed of marketing managers, marketing representatives as well as sales people. Individuals in these categories have several features and tasks. Serco Group Inc operates in teams depending on the tasks. There is a marketing team, planning team, and many other departmental teams, each of which has unique tasks that make them different from each other. It is recommendable for managers to encourage close relationships amongst members of particular groups within the organization to promote strong understanding of the prevailing similarities between them. They should help the workers in the teams to identify and capitalize on their strengths while promoting regular interactions on the other hand. Each team member needs to understand the resources available for the particular organizational activities. Managers also need to ensure that the work groups understand the constraints facing their group and the team’s operating environment. Upholding unity within groups enhances commitment among members in regard to the organizational goals (Druker, 2006 p 45). Managers also need to emphasize on the significance of undergoing the entire process of team development, and make the consequences of not doing so clear to the group members. These are strong strategies for team development that managers responsible for teams can apply to improve performance. Organizational Culture Organizational culture is significant in the maintenance of performance in the workforce. There are many aspects of organizational cultures in various companies. The most appropriate culture is that which integrates the welfare of employees, corporate social responsibility as well as career and personal development (Scullion & Starkey, 2000 p 66). Serco is one of the companies whose organizational cultures are focused towards maintenance of workplace productivity through enhancing enthusiasm and contentment amongst the employees. The company promotes work-life balance through offering various choices for working among staff. It allows flexibility of work through part time employment and working in shifts among other flexibility strategies in the place of work, which enhance satisfaction, hence higher employee productivity. Organizational stakeholders are also contented with the organizational culture of corporate social responsibility whereby it participates in promoting community based initiatives such as environmental conservation. This involvement helps the organization to maintain a strong customer base. The organizational culture may affect the performance of the organization if changes in human resources management are implemented, aiming at strengthening of work-groups. The necessary changes include maintaining the same individuals within groups instead of the regular reshuffle. However, this may not be achievable because of the organizational culture of flexible working whereby employees can move in and out of work groups due to shifts and part time working. Were it not for the organizational culture of flexible working, employee performance could be improved through establishment of long-lasting groups, which would enhance strengthening of the relationship amongst employees constituting the groups in the planning department of Serco Group PLC. References 1. Bloch, A. (2000). Murphy's Law: Doctors, PSS Adult 2. Bradford, R. W. (2000). Simplified Strategic Planning: The No-Nonsense Guide for Busy People Who Want Results Fast, Chandler House Press. 3. Cole, G. A. (2003). Management Theory and Practice, Thomson Learning. 4. Druker, P. F. (2006). Managing for Results, Harper Paperbacks 5. Hannagan, T. (2007). Management: Concepts and Practices, Financial Times/ Prentice Hall. 6. Krass, P. (2000). The Book of Management Wisdom: Classic Writings by Legendary Managers, John Wiley and Sons, Inc. 7. Scullion, H. & Starkey, K. 2000. “In Search of the Changing Role of the Corporate Human Resource Function in the International Firm”. International Journal of HRM 11(6): 61-81. 8. Shen, J., 2005. “Towards a Generic International Human Resource Management IHRM Model”. Journal of Organizational Transformation and Social Change, 2(2): 83-102. Read More