Management Functions

Management
The process of completing tasks effectively and efficiently through the effort of others; coordinating resources in order to accomplish an organization’s goals; carried out by a super visor, manager or a management team
Supervisors and Managers
conduct the management process; set goals for the business; guide the activities of the business; keep the business moving toward its goals; make things happen, but do not usually perform actual jobs in departments or businesses; responsible for seeing the work gets done
The Management Process
Is the primary activity a supervisor or manager performs; composed of the basic management functions; it is the key to completing a task effectively and efficiently
Efficiency
Means doing the task right; the ability to do something well or achieve a desired result without wasted energy or effort; refers to the relationship between inputs and outputs
Effectiveness
means doing the risk task; translates into obtaining business goals; is not always efficient
Power-Oriented Style
Maintains total control over the entire operation; works in situations where employees are untrained, inexperienced or involved in a crisis.
Routine-oriented Style
keeps the operation running smoothly rather than accomplishing other goals; appropriate in middle management in large corporations
Achievement-Oriented Style
open to new ideas and seeks out employee suggestions; most effective in situations where the manager is dealing directly with employees who are producing the work
Preventative Control
Anticipates and prevents undesirable outcomes
Micromanagement
Occurs when a manager closely controls the work of their employees; involves the manager or supervisor controlling every step of a process with little employee freedom
Management Functions
the pieces which compose the management process; the key steps which must be completed in order to achieve an organization’s goals; the major responsibilities or tasks of a supervisor
Planning
involves defining an organization’s goals, objectives, strategies and chain of command; should be realistic, comprehensive and flexible
Strategic Plans
Long range objectives based on long-term goals; map out where you want your business in three to five year; should be reviewed every year
Tactical Plans
Mid range objectives; focus on one year or less; built on specific objectives with target dates; help ensure that you accomplish your strategic goals; should be reviewed every year
Operational Plans
short term objectives which help achieve tactical plans; include company policies, rules, regulations, and budgets; should be reviewed monthly, weekly or daily
Organizing
involves dividing the work into manageable segments in order to achieve goals
Staffing
should be completed to fulfill the employment needs of your company; involves determining how many of what type of employees are needed
Leading
Involves directing and coordinating employees, motivating employees, directing activities and communicating with employees
Controlling
Is the process comparing your expected results with your actual performance
Concurrent Control
takes place while an activity is in progress so problems can be corrected before they get out of hand
Corrective Control
provides feedback after an activity is completed in order to prevent further deviations
Standards
Are based on the ultimate goals of a business; set specialized goals
Corrective Action
Should be taken if there are significant differences between planned output and actual output