Four Functions of Management
Most company positions are assigned specific tasks based off of experience and knowledge, managers tend to have more responsibilities. Managers are required to have company knowledge, understand procedures for each department, be able to implement structure, and most importantly; understand how to handle conflict resolutions within their teams. Henry Fayol identified management with five functions, but there are actually four accepted functions that are common. (Uzuegbu & Nnadozie, 2015) Managers must have the following skills: planning, organizing, leading, and controlling. I will demonstrate them all in this paper.
Four Functions of Management
Planning
Planning involves deciding where the department would lead. It at first anticipates that managers to be prepared about troubles going up against their teams, and it then it anticipates that executives will figure future business and money related conditions. They at that point plan goals to reach by specific due dates and choose ventures to contact them. They rethink their plans as conditions change and make alterations as essential. Arranging distributes assets and decrease squander too.
Organizing
Managers bring together the physical, financial, and human resources together to achieve united goals. Managers recognize exercises to complete the overall objective for the company. Having a team with different skill sets allows them to delegate certain responsibilities. Ending with organizing the connections of them all.
Leading
Managers are required to also have some sort of leadership skills that motivates its teams to accomplish the goals to be met. Being a leader who is effective in the many different personalities, and being able to motivate them with effective communication. A great leader can influence their teams to view situations in a way that’s best for all.
Controlling
Controlling is a component of administration that includes estimating accomplishment against built up targets and objectives. It likewise expects directors to have the capacity to recognize wellsprings of deviation from fruitful achievement and to give a remedial game-plan. Chiefs initially build up targets and objectives, at that point measure accomplishment of them, distinguish anything that is shielding the organization from accomplishing them, and give methods for revision if essential. Controlling does not really include accomplishing just financial objectives and destinations. It can likewise identify with intangible objectives and targets like gathering a protest by a specific sum. (Kane?Urrabazo, 2006)

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