The Functions of the Manager

The functions of managers vary according to the size of the enterprise. The over-all job of a manager is to create within the enterprise the environment which will facilitate the accomplishment of its objective. He will, of course, be also vitally affected by the external environment in which the firm must operate, but he will have little, if any, power to influence government policy, economic conditions, and international relations. Within the firm, however, the manager is responsible for the environment in which his subordinates work. The manager plans the operations of his subordinates, selects and trains them, directs their work, and measures actual results.

Classification of Functions

Although the development of a theory and science of management suffers from disagreement among scholars and managers as to the classification of managerial functions, a general pattern of practice and terminology has emerged.

The most useful method of classifying managerial functions is to group them around the activities of planning, organizing, stuffing, direction, and control.

Some authorities suggest representation as a distinct management function. They have in mind the manager who represents his firm in trade association or the manager who represents his division or department in committee meetings which may affect the external environment. There is also the larger problem of the “corporate image”, which is influenced by the behavior of all employees, whether managerial or not.

Theoretically, planning comes first, and organization, staffing, direction, and control follow. But according to this logic, an enterprise carries out only one master plan. In practice, managers find themselves performing all their functions at once. Thus it is impractical to insist on a special time sequence for the various functions.

Planning

Planning involves selecting the objectives and the policies, programs, and procedures for achieving them. Planning is, of course, decision making, since it involves selecting among many choices. Planning and responsibility for planning cannot be completely separated from managerial performance because all managers plan, whether they are at the top, middle, or bottom of the organization structure.

Organizing

Organizing involves determination and enumeration of the activities required to achieve the objectives of the enterprise, the grouping of these activities, the assignment of such groups of activities to a manager, the delegation of authority to carry them out, and provision for coordination of authority relationships horizontally and vertically in the organization structure. Sometimes all these factors are included in the term “organization structure”, sometimes they are referred to as “managerial authority relationships”. In any case, it is the totality of such activities and authority relationships that comprises the organization function.

There are several implications of this concept of organization. In the first place, the one-man business cannot possibly be organized. Since the owner or operator himself performs the only managerial functions, he delegates no authority. Let him, however, split off the buying activities, delegate them to a subordinate, and provide coordination of activity between the buyer and himself, and the enterprise will have become organized. Thus, an organized enterprise requires at least two managers, either on the same level or in a superior-subordinate relationship.

A second implication is that all managers, when they decide to organize an enterprise or a department, proceed in the same way. Whether he be president, sales manager, controller, or office manager, he will group the activities for which he is responsible, assign some of them to subordinates, delegate the authority, and provide for the coordination of their authorities.

The organization structure is, of course, not an end in itself but a tool for accomplishing enterprise objectives. Efficient organization will contribute to the success of the enterprise, and for this reason the application of organization principles is very important. The organization must fit the task – not vice versa – and must reflect any compromises and limitations imposed on the manager.

Staffing

Staffing involves manning, and keeping manned, the positions provided for by the organization structure. It includes inventorying, appraising, and selecting candidates for positions.

Direction

Direction involves guiding and supervising subordinates. Subordinates must learn the organization structure and the interdepartmental relationships of activities and personalities, their duties and authority. Once subordinates are oriented, the superior has a continuing responsibility for clarifying their assignments, guiding them toward improved performance, and motivating them to work with zeal and confidence.

The methods a superior will employ are, of course, various. The successful direction of subordinates results in knowledgeable, well-trained people who work efficiently toward the enterprise objectives.

Control

Control measures performance, corrects negative deviations, and assures the accomplishment of plans. Although planning must precede control, plans are not self-achieving. Carrying them out means prescribing the activities of employees at designed times. The plan guides the manager in the timely use of resources to accomplish specific goals. Then activities are monitored to determine whether they conform to planned action.

Compelling events to conform to plans means locating the persons responsible for negative deviations from planned action and taking the necessary steps to improve performance. Thus, things are controlled by controlling people.

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Дата добавления: 2015-08-27